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Intergrated Development Plan for 2017-2022 



INTERGRATED DEVELOPMENT PLAN 

OF 

ENOCH MGIJIMA LOCAL MUNICIPALITY (EC139) 



ENOCH MGIJIMA 

LOCAL MUNICIPALITY 


TOWN HALL BUILDING, 70 CARTHCART ROAD 
QUEENSTOWN, 5320 
PRIVATE BAG X7111, KOMANI, 5320 
ACTING MUNICIPAL MANAGER: MR. S. NKONKI 
TEL: 045 - 807 2606 | FAX: 045 - 807 2637 
Email address: lukhanjimm@lukhanji.gov.za 


Compiled in terms of: - 

Local Government Municipal Systems Act, 
(Act 32 of 2000) 


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Contents 

A. FOREWORD BY THE EXECUTIVE MAYOR 13 

B. FOREWORD BY THE ACTING MUNICIPAL MANAGER 14 

1. CHAPTER 1: EXECUTIVE SUMMARY 15 

1.1. BACKGROUND 15 

1.2. LEGISLATIVE FRAMEWORK 16 

1.2.1. Summary of the binding IDP Legislation 18 

1.3. THE IDP DEVELOPMENT PROCESS 23 

1.3.1. Framework and Driving Force Behindthe IDP 23 

1.3.2. The 2017-2022 IDP/Budget Process Plan 24 

1.3.3. The Purpose of the IDP/Budget Process Plan 24 

1.3. 3.1. Institutional Arrangements 24 

1.3. 3. 2. Municipal Roles and Responsibilities 25 

1.3. 3. 3. Distribution of Roles and Responsibilities 27 

1.3.4. Process Plan for Enoch Mgijima LM IDP/Budget Process Plan 28 

1.3.5. Process Plan for Enoch Mgijima LM's Annual Financial Statements 37 

1.4. THE IDP DEVELOPMENT PHASES 37 

1.4.1. CHAPTER ONE 37 

1.4.2. CHAPTER TWO 38 

1.4.3. CHAPTER THREE 38 

1.4.4. CHAPTER FOUR 38 

1.4.5. CHAPTER FIVE 39 

1.4.6. CHAPTER SIX 39 

1.5. MANDATE 39 

1.5.1. NATIONAL DEVELOPMENT PLAN 40 

1.5.2. NATIONAL GOVERNMENT'S OUTCOMES BASED APPROACH TO SERVICE DELIVERY 41 

1.5.3. COGTA’S NATIONAL KPA'S FOR MUNICIPALITIES 41 

1.5.4. THE NEW GROWTH PATH 42 

1.5.5. PROVINCIAL GOVERNMENT OF THE EASTERN CAPE - EASTERN CAPE VISION 2030 42 

1.5.6. ENOCH MGIJIMA LM'S POLITICAL PRIORITIES 44 

1.5. 6.1. PRIORITY 1: BASIC SERVICES 44 

1.5. 6. 2. PRIORITY 2: MUNICIPAL SERVICES AND OUTSOURCING 45 

1.5. 6. 3. PRIORITY 3: PUBLIC PARTICIPATION AND ACCOUNTABILITY 45 

1.5. 6.4. PRIORITY 4: MUNICIPAL CAPACITY 46 

1.5. 6. 5. PRIORITY 5: LOCAL ECONOMY AND JOB CREATION 47 

1.5. 6. 6. PRIORITY 6: FRAUD AND CORRUPTION IN LOCAL GOVERNMENT 48 

1.5. 6. 7. PRIORITY 7: CRIME IN COMMUNITIES 48 

1.5. 6. 8. PRIORITY 8: EDUCATION IN COMMUNITIES 49 

1.5. 6. 9. PRIORITY 9: COMMUNITY HEALTH 49 


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1.5.6.10. PRIORITY 10: CLIMATE CHANGE 50 

1.5.6.11. PRIORITY 11: SOCIAL COHESION AND NATION BUILDING 50 

1.5.7. ENOCH MGIJIMA LM'S SERVICE DELIVERY PRIORITIES (SDP'S) 51 

1.5.8. CHRIS HANI DISTRICT DEVELOPMENT AGENDA 51 

1.5.9. SUSTAINABLE DEVELOPMENT GOALS 52 

2. CHAPTER 2: SITUATIONAL ANALYSIS 54 

2.1. INTRODUCTION 54 

2.2. GEOGRAPHICAL LOCATION 56 

2.3. DEMOGRAPHIC ANALYSIS 57 

2.3.1. SUMMARY DATA 57 

2.4. Population and Demographic Profile 57 

2.4.1. Total Population and Geographic Share 58 

2.4.2. Population by Gender 59 

2.4.3. Population by Race 59 

2.4.4. Population by Age 60 

2.5. POPULATION BY LEVELS OF EDUCATION 61 

2.5.1. Proportion of Illiterate People 61 

2.5.2. Proportion of Literate People 62 

5.7. HOUSEHOLD INCOME AND POVERTY 63 

5.7.1. Employment 63 

5.7.2. Average Household Income 64 

5.7.3. Share of People Leave below Food Poverty Line 65 

5.8. ECONOMIC DEVELOPMENT AND EMPLOYMENT 66 

5.8.1. Number of People in Formal Employment 66 

5.8.2. Number of People in Informal Employment 67 

5.8.3. Total Employment 68 

5.8.4. Economically Active Population 69 

5.9. DEVELOPMENT INDICATORS 70 

5.9.1. Human Development Index 70 

5.9.2. Tress Index 71 

5.10. ECONOMIC STRUCTURE 71 

5.10.1. Gross Value Add 71 

5.10.2. GDP Contribution 73 

5.11. ACCESS TO SERVICES 74 

5.11.1. Access to water 74 

5.11.2. Access to sanitation services 75 

5.11.3. Refuse Removal 76 

5.12. ACCESTOSOCIALANDCOMMUNITYSERVICES 77 

5.12.1. Fire and Rescue Services 77 

5.12.2. Traffic Law Enforcement 77 

5.12.3. Disaster Management 77 

5.12.4. Health 77 

5.12.5. Solid Waste 78 

6. SOCIAL AMMENITIES AND CRITICAL INFRASTRUCTURE 78 

6.1. Education Facilities 78 

6.2. Healthcare Facilities 79 

6.3. Facilities for Safety & Security 80 

6.4. Other Critical Infrastructure 80 

6.4.1. Access to Railroad Infrastructure 80 

6.4.2. Access to Commercial Airports 80 

6.4.3. Access to Ports 80 

7. MUNICIPAL SITUATIONAL ANALYSIS 81 


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7.1. PEST ANALYSIS 81 

7.1. Political Issues facing Enoch Mgijima Municipality 81 

7.2. Economic Challenges facing Enoch Mgijima Municipality 81 

7.3. Social Challenges facing Enoch Mgijima Municipality 82 

7.4. Technological Challenges facing Enoch Mgijima Municipality 82 

8. SERVICE DELIVERY ANALYSIS 83 

8.1. KPA 1: GOOD GOVERNANCE AND PUBLIC PARTICIPATION 83 

8.1.1. INTRODUCTION 83 

8.1.2. MUNICIPAL POWERS AND FUNCTIONS 84 

8.1.3. POWERS AND FUNCTIONS OF ENOCH MGIJIMA LM 84 

8.1.4. PUBLIC PARTICIPATION 87 

8. 1.4.1. INTERGOVERNMENTAL RELATIONS 87 

8. 1.4.2. WARD COMMITTEES 87 

8. 1.4. 3. COMMUNITY DEVELOPMENT WORKERS 88 

8.1.5. MUNICIPAL GOVERNANCE STRUCTURES 88 

8.1.6. MUNICIPAL COUNCIL 88 

8.1.7. TRADITIONAL LEADERS 88 

8.1.8. PERFORMANCE MANAGEMENT 89 

8.1.9. RISK MANAGEMENT 89 

8.1.10. INTERNAL AUDIT 89 

8.1.10.1. Legal Framework Governing Internal Auditing 89 

8.1.10.2. Primary Functions ofthe Internal Auditing Unit 90 

8. 1.9. 2. Critical Internal Auditing Role Players 90 

8.1.10.3. Internal Auditing Policies 91 

8.1.10.4. Internal Audit Staff Compliment 91 

8.1.10.5. Current Internal Audit Projects 91 

8.1.10.6. SWOT Analysis for Internal Audit Unit 91 

8.1.10.7. Municipal Public Accounts Committee (MPAC) 92 

8.1.10.7.1. Legislative Requirements for Municipal Public Accounts Committee (MPAC) 92 

8.1.10.7.2. Purpose and Functions of Municipal Public Accounts Committee (MPAC) 92 

8.1.10.7.3. Challenges Facing MPAC 92 

8.1.10.7.4. Critical MPAC Role Players 93 

8.1.10.7.5. Current Internal MPAC Projects 93 

8.1.10.8. SWOT Analysis for MPAC 93 

8. 1.9. 9. Special Programmes Unit (SPU) 94 

8. 1.9. 9.1. Legislative Requirements for SPU 94 

8. 1.9. 9. 2. Constitutional Mandate ofthe SPU 94 

8. 1.9. 9. 3. Functions ofthe SPU 95 

8. 1.9. 9.4. SPU Stakeholders and Role-players 95 

8. 1.9. 9. 5. Existing SPU Structures 95 

8. 1.9. 9. 6. SPU Staff Compliment 96 

8. 1.9. 9. 7. SWOT Analysis for the SPU 96 

8.1.9.10. Legal Services Unit 96 

8.1.9.12. Communication Unit 97 

8.3. KPA 2: MUNICIPAL TRANSFORMATION AND DEVELOPMENT 100 

8.3.1. INTRODUCTION 100 

8.3.2. POLITICAL STRUCTURES 100 


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8. 3. 2.1. PR COUNCILLORS 100 

8. 3. 2. 2. MUNICIPAL TROIKA 101 

8. 3. 2. 3. MAYORAL COMMITTEE 101 

8. 3. 2.4. SECTION 79 & 79 COMMITTEES 102 

8. 3. 2. 5. SECTION 80 COMMITTEES 102 

8. 3. 2. 6. AUDIT AND RISK COMMITTEE 102 

8.3.3. HUMAN RESOURCES AND PERFORMANCE MANAGEMENT 103 

8.3.4. RECRUITMENT AND SELECTION, TRAINING AND DEVELOPMENT 103 

8.3.5. STAFF COMPLIMENT AND APPOINTMENTS 103 

8.3.6. SKILLS DEVELOPMENT 103 

8.3.7. EMPLOYMENT EQUITY 104 

8.4. KPA 3: BASIC SERVICES 104 

8.4.1. INTRODUCTION 104 

8.4.2. SOLID WASTE MANAGEMENT 104 

8. 4. 2.1. LEGISLATIVE REQUIREMENTS 104 

8.4.3. CEMETERIES 105 

8.4.3. 1. LEGISLATIVE REQUIREMENTS 105 

8.4.4. SPORT AND RECREATION FACILITIES, PARKS, PLAYGROUNDS AND OPEN SPACES 106 

8.4.4. 1. LEGISLATIVE REQUIREMENTS 106 

8.4.5. ENVIRONMENTAL MANAGEMENT 107 

8.4.5. 1. LEGISLATIVE REQUIREMENTS 107 

8.4.6. LIBRARIES 108 

8.4.6.1. LEGISLATIVE REQUIREMENTS 108 

8.4.7. DEPARTMENTAL ORGANOGRAM 108 

8.5. KPA 3: COMMUNITY SAFETY 109 

8.5.1. LEGISLATIVE REQUIREMENTS 109 

8.5.2. SAFETY AND SECURITY 109 

8.5.3. LICENCING SERVICES 109 

8. 5. 3.1. LEGISLATIVE REQUIREMENTS 109 

8.5.4. FIRE AND DISASTER MANAGEMENT 110 

8. 5.4.1. LEGISLATIVE REQUIREMENTS 110 

8.6. KPA 4: INFRASTRUCTURE DEVELOPMENT Ill 

8.6.1. INTRODUCTION Ill 

8.6.2. ROADS AND STORMWATER MANAGEMENT SERVICES Ill 

8. 6. 2.1. LEGISLATIVE REQUIREMENTS Ill 

8. 6. 2. 2. Roads Infrastructure Ill 

8.6.3. ELECTRICAL ENGINEERING SERVICES 113 


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8. 6. 3.1. LEGISLATIVE REQUIREMENTS 113 

8. 6. 3. 2. Access to electricity 113 

8. 6. 3. 3. The State of Electricity Distribution 114 

8. 6. 3. 3.1. Queendustria Substation 114 

8.63.3.2. Ebden Substation 115 

8.6.3.33. Westbourne Substation 115 

8.633.4. Mlungisi Substation 115 

8.633.5. 11KV Reticulation Substations 115 

8.633.6. Small Towns and the 22KV Substations 116 

8.633.7. General Electricity Challenges 116 

8.633.8. Electricity Supply Capacity in MVA's 116 

8.633.9. Human Risks Relating to Electricity 116 

8.6.3.3.10. Financial Risks Relating to Electricity 117 

8.6.3.3.11. Technical Risks Relating to Electricity 117 

8.6.4. MUNICIPAL BUILDINGS 117 

8. 6.4.1. LEGISLATIVE REQUIREMENTS 117 

8.6.5. DEPARTMENTAL ORGANOGRAM 118 

8.7. KPA 5: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT 118 

8.7.1. MUNICIPAL HISTORIC FINANCIAL PERFORMANCE 118 

8.7.2. BRIEF ANALYSIS OF THE CURRENT FINANCIAL PERFORMANCE 119 

8.7.3. CRITICAL ACTIVITIES PERFORMED BY THE BUDGET AND TREASURY OFFICE 119 

8.73.1. Revenue COLLECTION AND MANAGEMENT 119 

8.73.2. Funding management 119 

8.7.33. Supply chain management 119 

8.73.4. Asset management 119 

8.73.5. Indigent Management 120 

8.73.6. Budgeting 120 

8.73.7. Financial Reporting 120 

8.7.4. RELEVANT LEGISLATIVE REQUIREMENTS APPLICABLE TO BUDGET AND TREASURY 121 

8.7.5. THE LEGISLATIVE CONTEXT AND ITS APPLICATION 121 

8. 7. 5.1. THE MUNICIPAL SYSTEMS ACT AND ITS IMPLICATIONS 121 

8. 7. 5. 2. THE PROPERTY RATES ACT AND ITS IMPLICATIONS 121 

8.7.53. THE MUNICIPAL FINANCE MANAGEMENT ACT AND ITS IMPLICATIONS 121 

8. 7. 5.4. THE PREFERENTIAL PROCUREMENT POLICY FRAMEWORK ACT AND ITS IMPLICATIONS 121 

8. 7. 5. 5. THE SCM REGULATIONS AND THEIR IMPLICATIONS 121 

8.7.6. POLICIES AND BYLAWS APPLICABLE TO BUDGET AND TREASURY 122 

8.7.7. PROCESSES AND PROCEDURE APPLICABLE TO BUDGET AND TREASURY 122 

8.7.8. DEPARTMENTAL ORGANOGRAM 122 

8.7.9. DEPARTMENTAL SWOT ANALYSIS 122 

8.8. KPA 6: HUMAN SETTLEMENTS 123 

8.8.1. INTRODUCTION 123 

8.8.2. LEGISLATION 123 

8.8.3. FUNCTIONS 123 


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8.8.4. HUMAN SETTLEMENTS ORGANISATIONAL STRUCTURE 125 

8.8.5. HOUSING DEVELOPMENT 125 

8.8.6. SALE OF MUNICIPAL LAND 125 

8.9. KPA 7: LOCAL ECONOMIC DEVELOPMENT 126 

8.9.1. INTRODUCTION 126 

8.9.2. LEGISLATIVE REQUIREMENTS 126 

8.9.3. ENOCH MGIJIMA LM'S ECONOMIC PROFILE 126 

8. 9. 3.1. The GDP Contribution 127 

8. 9. 3. 2. Gross Value Add by Sector 127 

8.9.4. SPATIAL CHARACTERISTICS FOR ENOCH MGIJIMA LM 128 

8.9.5. STRATEGIC FOCUS 129 

8.9.6. THE PROPOSED ECONOMIC CORRIDORS 129 

8. 9. 6.1. THE N6 - KOMANI CORRIDOR 129 

8. 9. 6. 2. THE R61 DEVELOPMENT CORRIDOR 130 

8. 9. 6. 3. THE N6-R397 DEVELOPMENT CORRIDOR 131 

8. 9. 6.4. THE N6-R67 DEVELOPMENT CORRIDOR 131 

8.9.7. LED ORGANISATIONAL STRUCTURE 132 

8.9.8. ENGAGEMENTS WITH BUSINESS FORMATIONS 132 

9. IDENTIFICATION OF MUNICIPAL PRIORITY ISSUES 133 

9.3. SERVICE DELIVERY PRIORITIES FOR WARD 1 133 

9.4. SERVICE DELIVERY PRIORITIES FOR WARD 2 134 

9.5. SERVICE DELIVERY PRIORITIES FOR WARD 3 134 

9.6. SERVICE DELIVERY PRIORITIES FOR WARD 4 135 

9.7. SERVICE DELIVERY PRIORITIES FOR WARD 5 136 

9.8. SERVICE DELIVERY PRIORITIES FOR WARD 6 137 

9.9. SERVICE DELIVERY PRIORITIES FOR WARD 7 138 

9.10. SERVICE DELIVERY PRIORITIES FOR WARD 8 138 

9.11. SERVICE DELIVERY PRIORITIES FOR WARD 9 139 

9.12. SERVICE DELIVERY PRIORITIES FOR WARD 10 140 

9.13. SERVICE DELIVERY PRIORITIES FOR WARD 11 141 

9.14. SERVICE DELIVERY PRIORITIES FOR WARD 12 142 

9.15. SERVICE DELIVERY PRIORITIES FOR WARD 13 142 

9.16. SERVICE DELIVERY PRIORITIES FOR WARD 14 144 

9.17. SERVICE DELIVERY PRIORITIES FOR WARD 15 145 

9.18. SERVICE DELIVERY PRIORITIES FOR WARD 16 145 

9.19. SERVICE DELIVERY PRIORITIES FOR WARD 17 146 

9.20. SERVICE DELIVERY PRIORITIES FOR WARD 18 148 


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9.21. SERVICE DELIVERY PRIORITIES FOR WARD 19 149 

9.22. SERVICE DELIVERY PRIORITIES FOR WARD 20 150 

9.2S. SERVICE DELIVERY PRIORITIES FOR WARD 21 151 

9.24. SERVICE DELIVERY PRIORITIES FOR WARD 22 152 

9.25. SERVICE DELIVERY PRIORITIES FOR WARD 23 153 

9.26. SERVICE DELIVERY PRIORITIES FOR WARD 24 154 

9.27. SERVICE DELIVERY PRIORITIES FOR WARD 25 154 

9.28. SERVICE DELIVERY PRIORITIES FOR WARD 26 155 

9.29. SERVICE DELIVERY PRIORITIES FOR WARD 27 156 

9.30. SERVICE DELIVERY PRIORITIES FOR WARD 28 157 

9.31. SERVICE DELIVERY PRIORITIES FOR WARD 29 158 

9.32. SERVICE DELIVERY PRIORITIES FOR WARD 30 159 

9.33. SERVICE DELIVERY PRIORITIES FOR WARD 31 160 

9.34. SERVICE DELIVERY PRIORITIES FOR WARD 32 161 

9.35. SERVICE DELIVERY PRIORITIES FOR WARD 33 162 

9.36. SERVICE DELIVERY PRIORITIES FOR WARD 34 163 

10. SPATIAL ANALYSIS AND SPATIAL REPRESENTATION OF DEVELOPMENT ISSUES 165 

10.3. NATIONAL SPATIAL DEVELOPMENT PERSPECTIVE (NSDP) 165 

10.4. THE EASTERN CAPE SPATIAL DEVELOPMENT PLAN 167 


10.5. SPATIAL PLANNING AND LAND USE MANAGEMENT AT TARKASTAD/HOFMEYER & SURROUNDING 
NODES. 168 

10.5.1. SETTLEMENT PATTERNS AND LAND TENURE AT TARKASTAD/HOFMEYER & SURROUNDING 


NODES. 168 

10.5.2. LAND USE AUDIT AT TARKASTAD/HOFMEYER & SURROUNDING NODES 168 

10.5.3. NODAL DEVELOPMENT AT TARKASTAD/HOFMEYER &. SURROUNDING NODES 169 

10.5.4. DENSIFICATION AT TARKASTAD/HOFMEYER & SURROUNDING NODES 170 

9.5. Spatial Planning and Land Use Management at Molteno/Sterkstroom & Surrounding Nodes 170 

9.5.1. Topography and Drainage at Molteno/Sterkstroom & Surrounding Nodes 173 

9.5.2. Rainfall and Evaporation at Molteno/Sterkstroom & Surrounding Nodes 173 

9.5.3. Climate at Molteno/Sterkstroom & Surrounding Nodes 173 

9.5.4. Soil Erosion at Molteno/Sterkstroom & Surrounding Nodes 174 

9.5.5. Geology at Molteno/Sterkstroom & Surrounding Nodes 174 

9.5.6. Vegetation at Molteno/Sterkstroom & Surrounding Nodes 174 

9.5.7. Land Cover at Molteno/Sterkstroom & Surrounding Nodes 174 

9.5.8. Land Use Management at Molteno/Sterkstroom & Surrounding Nodes 175 

9.5.9. Land Ownership at Molteno/Sterkstroom & Surrounding Nodes 177 

9.6. Spatial Planning and Land Use Management at Queenstown & Surrounding Nodes 177 

10. CHAPTER 3: STRATEGIC CONTEXT 178 

10.1. INTRODUCTION 178 

10.2. SUMMARY OF PLAN TO INFORM ENOCH MGIJIMA LM'S SERVICE DELIVERY AGENDA 178 

10.3. ENOCH MGIJIMA LM'S STRATEGIC DIRECTION 179 


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10.3.1. ENOCH MGIJIMA LM'S VISION STATEMENT 179 

10.3.2. ENOCH MGIJIMA LM'S MISSION STATEMENT 179 

10.3.3. ENOCH MGIJIMA LM'S VALUES 180 

10.3.4. ENOCH MGIJIMA LM'S STRATEGIC AND OPERATIONAL OBJECTIVES 180 


10.3.4.1. STRATEGIC AND PERFORMANCE OBJECTIVES FOR GOOD GOVERNANCE AND PUBLIC 
PARTICIPATION. 180 

10.3.4.2. STRATEGIC AND PERFORMANCE OBJECTIVES FOR INSTITUTIONAL TRANSFORMATION AND 
DEVELOPMENT. 181 


10.3.4.3. STRATEGIC AND PERFORMANCE OBJECTIVES FOR INFRASTRUCTURE DEVELOPMENT 181 

10.3.4.4. STRATEGIC AND PERFORMANCE OBJECTIVES FOR BASIC SERVICE DELIVERY 181 

10.3.4.5. STRATEGIC AND PERFORMANCE OBJECTIVES FOR COMMUNITY SAFETY 182 

10.3.4.6. STRATEGIC AND PERFORMANCE OBJECTIVES FOR HUMAN SETTLEMENTS 182 

10.3.4.7. STRATEGIC AND PERFORMANCE OBJECTIVES FOR FINANCIAL VIABILITY AND MANAGEMENT 183 

10.3.4.8. STRATEGIC AND PERFORMANCE OBJECTIVES FOR LOCAL ECONOMIC DEVELOPMENT 183 

10.4. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S &. TARGETS 185 


10.4.1. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR GOOD GOVERNANCE AND PUBLIC 
PARTICIPATION. 185 

10.4.1.1. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR COMMUNICATION AND PUBLIC 
PARTICIPATION. 185 


10.4.1.2. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR WARD COMMITTEE SUPPORT 188 

10.4.1.3. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR PERFORMANCE MANAGEMENT 189 

10.4.1.4. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR SPECIAL PROGRAMMES UNIT 191 

10.4.1.5. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR OVERSIGHT 194 

10.4.1.6. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR INTERNAL AUDITING 197 

10.4.1.7. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR LEGAL SERVICES 198 

10.4.1.8. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR EPWP 200 

10.4.1.9. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR MUNICIPAL ADMINISTRATION 201 

10.4.2. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR INSTITUTIONAL DEVELOPMENT AND 

TRANSFORMATION 202 

10.4.2.1. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR RECORDS MANAGEMENT 202 

10.4.2.2. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR COUNCIL SUPPORT 204 

10.4.2.3. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR FLEET MANAGEMENT 205 

10.4.2.4. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR HUMAN RESOURCES MANAGEMENT 206 

10.4.2.5. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR LABOUR RELATIONS 211 

10.4.2.6. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR ICT 212 

10.4.3. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR INFRASTRUCTURE DEVELOPMENT 213 

10.4.3.1. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR PMU 213 

10.4.3.2. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR ROADS & ENGINEERING 214 


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10.4.3.3. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR ELECTRICITY MANAGEMENT 

SERVICES. 216 

10.4.3.4. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR BUILDING CONTROL 218 

10.4.3.5. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR FACILITIES MANAGEMENT 219 

10.4.4. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR COMMUNITY SERVICES 220 

10.4.4.1. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR PARKS & RECREATION 220 

10.4.4.2. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR CEMETERIES 221 

10.4.4.3. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR CLEANING SERVICES 222 

10.4.4.4. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR LIBRARY SERVICES 226 

10.4.5. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR PUBLIC SAFETY 227 

10.4.5.1. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR TRAFFIC MANAGEMENT SERVICES 227 

10.4.5.2. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR TRAFFIC LICENSING SERVICES 229 

10.4.5.3. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR FIRE & DISASTER SERVICES 230 

10.4.5.4. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR SECURITY SERVICES 231 

10.4.5.5. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR COMMUNITY SAFETY 233 

10.4.6. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR PLANNING AND HUMAN 

SETTLEMENT. 234 

10.4.6.1. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR PLANNING 234 

10.4.6.2. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR LAND MANAGEMENT 236 

10.4.6.3. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR HUMAN SETTLEMENTS 239 

10.4.6.4. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR HOUSING MANAGEMENT 240 

10.4.7. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR MUNICIPAL FINANCIAL VIABILITY 

AND MANAGEMENT 241 

10.4.7.1. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR BUDGET PLANNING AND FINANCIAL 

REPORTING. 241 

10.4.7.2. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR REVENUE MANAGEMENT 243 

10.4.7.3. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR EXPENDITURE MANAGEMENT 244 

10.4.7.4. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR SUPPLY CHAIN MANAGEMENT 245 

10.4.7.5. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR COMPLIANCE & CONTROLS 247 

10.4.7.6. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR AUDIT IMPROVEMENT 248 

10.4.8. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR INTEGRATED PLANNING AND 

ECONOMIC DEVELOPMENT 249 

10.4.8.1. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR LOCAL ECONOMIC DEVELOPMENT 249 

10.4.8.2. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR INDUSTRIAL DEVELOPMENT 252 

10.4.8.3. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR SMME & COOPERATIVE 

DEVELOPMENT AND SUPPORT 253 

10.4.8.4. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR TOURISM & HERITAGE 

DEVELOPMENT AND SUPPORT 254 

10.4.8.5. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR AGRICULTURE AND RURAL 

DEVELOPMENT. 255 


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10.4.8.6. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR INTEGRATED DEVELOPMENT 

PLANNING. 256 

11. CHAPTER 4: PROJECTS 257 

11.1. PROJECTS TO BE IMPLEMENTED BY ENOCH MGIJIMA LOCAL MUNICIPALITY 257 

11.1.1. INFRASTRUCTURE PROJECTS 257 

11.1.2. COMMUNITY SERVICES PROJECTS 260 

11.1.2.1. PROJECTS FOR PARKS & RECREATION 261 

11.1.2.2. PROJECTS FOR LIBRARIES 261 

11.1.2.3. PROJECTS FOR SOLID WASTE REMOVAL SERVICES 262 

11.1.3. PUBLIC SAFETY PROJECTS 263 

11.1.4. PLANNING AND HUMAN SETTLEMENTS PROJECTS 264 

11.1.5. INTEGRATED PLANNING AND ECONOMIC DEVELOPMENT PROJECTS 268 

11.2. PROJECTS TO BE IMPLEMENTED BY CHRIS HANI DISTRICT MUNICIPALITY 269 

11.2.1. MIG PROJECTS TO BE IMPLEMENTED BY CHRIS HANI DISTRICT MUNICIPALITY 269 

11.2.2. WATER SERVICES INFRASTRUCTURE GRANT PROJECTS TO BE IMPLEMENTED BY CHRIS HANI 

DISTRICT MUNICIPALITY 270 

11.2.3. RBIG PROJECTS TO BE IMPLEMENTED BY CHRIS HANI DISTRICT MUNICIPALITY 271 

11.3. PROJECTS TO BE IMPLEMENTED BY THE DEPARTMENT OF RURAL DEVELOPMENT AND LAND REFORM 271 

11.3.1. LAND ACQUISITION PROJECTS 271 

11.3.2. SUPPORT TO DAIRY PROJECTS 272 

11.3.3. REID PROJECTS 272 

11.4. PROJECTS TO BE IMPLEMENTED BY THE DEPARTMENT OF HEALTH 272 

11.5. PROJECTS TO BE IMPLEMENTED BY THE DEPARTMENT OF ROADS AND PUBLIC WORKS 273 

11.6. PROJECTS TO BE IMPLEMENTED BY THE DEPARTMENT OF HUMAN SETTLEMENTS 273 

12. CHAPTER 5: FINANCIAL PLAN 275 

12.1. THE PURPOSE OF THE FINANCIAL PLAN 275 

12.2. THE EMLM FINANCIAL MANAGEMENT FRAMEWORK 275 

12.2.1. PRIMARY AND OTHER BANK ACCOUNTS 276 

12.2.2. FINANCIAL MANAGEMENT STRATEGY 276 

12.2.3. THE MUNICIPAL FINANCIAL RECOVERY PLAN 276 

12.2.4. REVENUE ENHANCEMENT AND MAXIMIZATION STRATEGY 277 

12.2.5. CREDIT CONTROL AND DEBT COLLECTION POLICY 277 

12.2.6. TARIFF POLICY 278 

12.2.7. ASSET MANAGEMENT 278 

12.2.7.1. ASSET MANAGEMENT STRATEGIES 278 

12.2.7.2. ASSET MANAGEMENT POLICY 278 

12.2.7.3. ASSET MOVEMENT SYSTEM 279 

12.2.8. FINANCIAL MANAGEMENT STRATEGIES 279 


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12.3. OPERATING REVENUE 280 

12.4. TARIFF SETTING 282 

12.4.1. RATIONALE FOR TARIFF SETTING 283 

12.5. PROTECTING THE POOR 283 

12.6. OPERATING EXPENDITURE BY TYPE 284 

12.7. OPERATING EXPENDITURE BY TYPE 285 

12.8. CAPITAL EXPENDITURE 286 

12.9. CONCLUSION 287 

13. CHAPTER 6: PERFORMANCE MANAGEMENT FRAMEWORK 288 

13.1. INTRODUCTION 288 

13.2. ROLE OF COUNCIL 288 

13.3. ROLE OF THE COMMUNITY 289 

13.4. KEY PERFORMANCE INDICATORS 289 

13.5. PERFORMANCE TARGETS 290 

13. 6. Publishing of Performance Reports and the Annual Reports 290 

14. CHAPTER 7: MUNICIPAL BYLAWS, POLICIES AND SECTOR PLANS 292 

14.1. BYLAWS, POLICIES AND SECTOR PLANS FOR THE OFFICE OF THE MUNICIPAL MANAGER 292 

14.2. BYLAWS, POLICIES AND SECTOR PLANS FOR BUDGET AND TREASURY OFFICE 292 

14.3. BYLAWS, POLICIES AND SECTOR PLANS FOR CORPORATE SERVICES 293 

14.4. BYLAWS, POLICIES AND SECTOR PLANS FOR COMMUNITY SERVICES 293 

14.5. BYLAWS, POLICIES AND SECTOR PLANS FOR TECHNICAL SERVICES 294 

14.6. BYLAWS, POLICIES AND SECTOR PLANS FOR LOCAL ECONOMIC DEVELOPMENT 294 

15. ATTACHMENT A: PROCESS PLAN FOR THE PREPARATION OF ANNUAL FINANCIAL STATEMENTS 295 

16. ATTACHMENT B: TABLE A25 - CONSOLIDATED BUDGETED MONTHLY REVENUE AND EXPENDITURE 305 

17. ATTACHMENT C: TRANSITIONAL ORGANISATIONAL STRUCTURE 307 

18. ATTACHMENT D: PLACEMENT REPORT 329 


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A. FOREWORD BY THE EXECUTIVE MAYOR 

I would like to take this opportunity to introduce to you the Five Year Integrated Development 
Plan for Enoch Mgijima Local Municipality. The 2017/22 IDP process had the sufficient public 
participation, despite the challenges faced by the municipality. This process included the 
identification of priorities at ward level. 

The 5 Year Integrated Development Plan for Enoch Mgijima Local Municipality, which is the 1 st 
Generation Strategic Plan developed since the amalgamation of Former Lukhanji, Tsolwana and 
Inkwanca Local Municipalities represents a new vision, mission and strategic objectives of the 
municipality into the 5 Year Term of Council. 

The vision and mission statements which were developed through an extensive public 
participation process reaffirm our commitment to the 2016 ANC Local Government Manifesto 
as well as the National Development Plan. 


This IDP presents a framework for social upliftment, development and change for the lives of 
ordinary and corporate citizens of this municipality. 

It attempts to define our existence and give legitimacy to a long-established view that Enoch 
Mgijima Local Municipality is an economic hub of the Chris Hani Region and has a bigger role to 
play within the development trajectory of the Eastern Cape Province. As a newly established 
municipality, we are mindful of the many challenges that the amalgamation of the three 
municipalities brought, and at the same time, we are also mindful of the challenges ahead of us. 


As we navigate ourselves into the next 5 Years, we will collaborate with all other spheres of 
government as well as our internal stakeholders to ensure that we stabilize the institution to 
ensure that it provide good quality services, it is in a sound financial position, there is strategic 
political leadership and administrative efficiency and effectiveness, that all outstanding 
amalgamation issues are dealt with and finalised as soon as possible and a professional work 
environment with a good work ethic is established sooner rather than later. 


Councillor L. Gunuza-Nkwentsha 


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B. OVERVIEW BY THE ACTING MUNICIPAL MANAGER 


The 2016 Local Government elections marked the 5 th Local Government elections in South 
Africa since the dawn of our democracy. The past four Local Councils since 1994, played a 
significant role in changing the lives of Communities within our area of jurisdiction. The 
amalgamation of three different Local Municipalities (Lukhanji, Tsolwana and Inkwanca) by the 
5 th Local Government elections makes this area to be a unique municipality. It is a bigger Local 
Municipality named after Prophet Enoch Mgijima. This newly amalgamated entity brings new 
and unique challenges to this new Municipal Administration for the next five years (2017 to 
2022 ). 

This unique challenge resulted in the new Administration developing its own five-year strategy 
called Integrated Development Plan 2017 to 2022. It is through this Integrated Development 
Plan that the work that was started by the three previous Administration had to be continued 
with vigour and speed. Governance Structures and Systems are in place; it is for the 
Administration to hit the ground running. Complete Administrative efficiencies and 
effectiveness will only be realised through maximum use of available governance structures and 
implementation of available systems with the community being at the centre of development. 

Government programmes like Back to Basics and operation Masiphathisane will assist 
immensely in ensuring Public Participation and Community Involvement in most if not all our 
programmes. The achievement of all the above will only be possible through close collaboration 
between the three spheres of Government (National, Provincial and Local) as equal partners in 
development. 


MR. S. NKONKI 

ACTING MUNICIPAL MANAGER 


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1. CHAPTER 1: EXECUTIVE SUMMARY 


1.1. Background. 


The Municipal Systems Act, Act 32 of 2000, requires that local government structures prepare 
Integrated Development Plans (IDPs). The IDP serves as a tool for the facilitation and 
management of development within the areas of jurisdiction. 

In conforming to the Act's requirements, the Council of the Enoch Mgijima Local Municipality 
(EMLM) has delegated the authority to the Interim Municipal Manager to prepare the IDP. 

The aim of the new 5-year IDP for Enoch Mgijima LM is to present a coherent plan to improve 
the quality of life for people living in the area. The intention of this IDP is to link, integrate and 
co-ordinate development plans for the municipality which is aligned with national, provincial 
and district development plans and planning requirements binding on the municipality in terms 
of legislation. 

This document represents the 1 st Generation IDP for Enoch Mgijima Local Municipality's 
Integrated Development Plan (IDP) for the current planning and implementation time-frame 
being 2017-2022 and considers the 2016/2017 budget cycle. The document must be read 
together with the comprehensive suite of municipal-wide sector plans which have been 
developed to support its subsequent implementation. 

The above three municipalities will be amalgamated in line with the following circulars: - 

MBD Circular 8/2015: Re-Determination of Municipal Boundaries in terms of Section 21 of the 
Local Government: Municipal Demarcation Act of 1998. 

Through the above circular, the Chairperson of the Demarcation Board has informed the 
Speakers and Municipal Managers of the above mentioned municipalities, the Speaker of the 
Chris Hani District Municipality, the MEC for Eastern Department of Local Government and 
Traditional Affairs as well as various other government departments and government entities, 
that the Municipal Demarcation Board of South Africa ("MBD") has decided to determine or re- 
determine certain municipal boundaries in terms of Section 21 of the Local Government: 
Municipal Demarcation Act of 1998, as set out in the draft notice attached as Annexure A to the 
circular referred to herein. 

In terms of Section 21 of the Local Government: Municipal Demarcation Act of 1998, the MBD 
has:- 


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a) Re-determined the boundaries of the three municipalities referred herein by amalgamating 
the remaining portion of the municipal area of Tsolwana with the municipal areas of 
Inkwanca and Lukhanji. 

b) Determined the municipal boundaries of the new Category B municipal area. 

c) Such municipal area is referred to in here as Enoch Mgijima Municipality. 

1.2. Legislative Framework 


The formulation of the IDP must be guided by various pieces of legislation. The Integrated 
Development Planning process originates in the Constitution of the Republic of South Africa (Act 
108 of 1996), which enjoins local government to:- 

The Constitution of the Republic of South Africa (1996) stipulates that the local sphere of 
government consists of municipalities which were established for the whole South Africa, the 
so-called wall-to-wall municipalities. 

The objectives of local government are set out in Section 152 of the Constitution as follows:- 

a) To provide democratic and accountable government for local communities; 

b) To ensure the provision of services to communities in a sustainable manner; 

c) To promote social and economic development; 

d) To promote a safe and healthy environment; and 

e) To encourage the involvement of communities and community organisations in the matters 
of local government. 


The Constitution commits government to take reasonable measures, within its available 
resources, to ensure that all South Africans have access to adequate housing, health care, 
education, food, water and social security. 

According to Section 25 of the MSA each municipal council must, after the start of its elected 
term, adopt a single, inclusive and strategic planning (IDP) for the development of the 
municipality which links, integrates and co-ordinates plans and takes into account proposals for 
the development of the municipality and which aligns the resources and capacity of the 
municipality with the implementation of the said plan. The IDP should form the policy 
framework and general basis on which annual budgets will be based and should be aligned with 
national and provincial development plans and planning requirements. 

The Constitution further states that the three spheres of government are distinctive, 
interdependent and inter-related. They are autonomous, but exist in a unitary South Africa and 
have to cooperate on decision-making and must co-ordinate budgets, policies and activities, 
particularly for those functions that cut across the spheres. 


Co-operative governance means that national, provincial and local government should work 
together to provide citizens with a comprehensive package of services. They have to assist and 


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support each other, share information and coordinate their efforts. Implementation of policies 
and government programmes particularly require close cooperation between the three spheres 
of government. 

A number of policies, strategies and development indicators have been developed in line 
with the prescriptions of legislation to ensure that all government activities are aimed at 
meeting the developmental needs of local government. 

Section 1.3 outlines the national, provincial and district policy directives, sector plans and 
legislation that set the strategic direction and with which the Enoch Mgijima Local Municipality 
must align to ensure that government spending is directed at the pressing needs of the 
community and those that contribute towards economic growth. 

The Service Delivery and Budget Implementation Plan (SDBIP) is regulated by National Treasury 
Circular No. 13 dated 2005 and Performance Management by Regulation 29089 dated 2006. 

Chapter 5, Section 26 of the MSA indicates the core components of an IDP and that such an IDP 
must reflect the following: 

1) The municipal council's vision for the long-term development of the municipality with 
special emphasis on the municipality's most critical development and internal 
transformation needs. 

2) An assessment of the existing level of development in the municipality, which must include 
an identification of communities which do not have access to basic municipal services. 

3) The council's development priorities and objectives for its elected term, including its local 
economic development and internal transformation needs. 

4) The council's development strategies which must be aligned with any national and 
provincial sectoral plans and planning requirements that are binding on the municipality in 
terms of legislation. 

5) A spatial development framework which must include the provision of basic guidelines for a 
land use management system for the municipality. 

6) The council's operational strategies. 

7) Applicable disaster management plans. 

8) A financial plan, which must include a budget projection for at least the next three years. 

9) The key performance indicators and performance targets determined in terms of Section 41 
of the MSA. 

The Municipal Planning and Performance Management Regulations (R796 of 2001) set out 
further requirements for an IDP:- 

1) An institutional framework is required for implementation of the IDP and to address the 
municipality's internal transformation; 

2) Investment initiatives; 

3) Development initiatives including infrastructure, physical, social and institutional 
development; and 


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4) All known projects, plans and programmes to be implemented within the municipality by 
any organ of state. 

1.2.1. Summary of the binding IDP Legislation. 


The scope and application of the legislation alluded to above as it affect Enoch Mgijima LM's IDP 
formulation and implementation processes is summarised as follows: 


National Legislation 

Summery/ Scope of Legislation 

General Management 

Constitution of the Republic of 
South Africa 1996 

To introduce a new constitution for the Republic of South 
Africa and to provide for matters incidental thereto 

Local Government: 

Municipal Systems Act, 2000 

To give effect to "developmental local government" 

To set principles, mechanisms and processes to promote 
social and economic upliftment of communities and to 
ensure access to affordable services for all 

To set a framework for planning, performance 
management, resource mobilization and organizational 
change and community participation 

Local Government: Municipal 
Structures Act, 1998 as amended 

To provide for the establishment of municipalities in 
accordance with the requirements relating to the 
categories and types of municipality, the division of 
functions and powers between municipalities and 
appropriate electoral systems 

To regulate internal systems, structures and office-bearers 

Consumer Affairs (Unfair Business 
Practices) Act, 1996 

To provide for the investigation, prohibition and control of 
unfair business practices in the interest of consumers 

Local Government Cross-boundary 
Municipalities Act, 2000 

To authorize the establishment of cross-boundary 
municipalities, to provide for the re-determination of the 
boundaries of such municipalities under certain 
circumstances and to provide for matters connected 
therewith 

Local Government: Municipal 
Demarcation Act, 1998 

To provide for the demarcation of boundaries of 
municipalities for the establishment of new municipalities 

Municipal Electoral Act, 2000 

To regulate municipal elections 

To amend certain laws and to provide for matters 
connected therewith 

Organized Local Government Act, 
1997 

To provide for the recognition of national and provincial 
organizations representing the different categories of 
municipalities and the designation of representatives to 
participate in the National Council of Provinces etc, 

Promotion of Local Government 
Affairs Act, 1983 

To provide for the co-ordination of functions of general 
interest to local authorities and of those functions of local 


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National Legislation 

Summery/ Scope of Legislation 


authorities which should in the national interest be 

coordinated 

Local Government Transition Act, 
1993 

To provide for matters relating to municipalities in the 
interim phase, powers and functions of municipalities and 
actions of officials and councillors 

Occupational Health and Safety 
Act, 1993 

To provide for occupational health and safety in the work 
place and the protection of persons outside the work place 
against hazards to health and safety arising from activities 
of persons at the work place 

Promotion of Access to 

Information Act, 2000 

To control and regulate the right of all persons to access to 
information 

Promotion of Fair Administrative 
Justice Act, 2000 

To give effect to the right to administrative action that is 
lawful, reasonable, and procedurally fair in terms of the 
Constitution of the Republic of South Africa 1996 

Promotion of Equality and 
Prevention of Unfair 

Discrimination Act, 2000 

To give effect to section 9 read with item 23(1) of Schedule 

6 to the Constitution of the Republic of South Africa, 1996, 
to prevent and prohibit unfair discrimination and 
harassment 

To promote equality and to eliminate unfair discrimination 
and to prevent and prohibit hate speech and to provide for 
matters connected therewith 

Finance 

Appropriation of Revenue Act, 
2000 

To provide for a fair division of revenue to be collected 
nationally between national, provincial and local 
government spheres for the 2000/2001 financial year and 
for matters connected therewith 

Businesses Act, 1991 

To repeal certain laws regarding the licensing of businesses 
To provide for the licensing and operation of certain 
businesses, shop hours and related matters 

Debt Collectors Act, 1998 

To provide for controlled debt collecting 

Income Tax Act, 1962 

To provide for the payment of taxes on incomes of persons 
and taxes on donations 

Insolvency Act, 1936 

To consolidate and amend the law relating to insolvent 
persons and their estates 

Local Authorities Capital 

Development Fund Ordinance, 
1978 read with Local Government 
Affairs Second Amendment Act, 
1993 

To provide for the establishment and management of a 
Capital Development Fund and for matters incidental 
thereto 

Municipal Accountants' Act, 1988 

To provide for the establishment of a board for Municipal 
Accountants and for the registration of Municipal 
Accountants and the control of their profession 

Municipal Consolidated Loans 
Fund Ordinance, 1952 read with 

To provide for the establishment and management of a 
Consolidated Loans Fund as approved by the Premier 


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National Legislation 

Summery/ Scope of Legislation 

Local Government Affairs Second 
Amendment Act, 1993 


Local Government Municipal 
Finance Management Act, 2003 

To regulate financial management in the local sphere of 
government to require that all revenue, expenditure assets 
and liabilities of municipalities and municipal entities are 
managed efficiently and effectively, to determine 
responsibilities of persons entrusted with local sphere 
financial management and to determine certain conditions 
and to provide for matters connected therewith 

Pension Benefits for Councillors of 
Local Authorities Act, 1987 

To provide for pension benefits for councillors 

Public Finance Management Act, 
1999 

To regulate financial management in the national and 
provincial governments and, inter alia, provincial public 
entities 

Prescribed Rate Of Interest Act, 
1975 

To prescribe and regulate the levying of interest from 
debtors 

Reporting by Public Entities Act, 
1992 

To provide for the reporting to Parliament by public 
entities 

Value-added Tax Act, 1991 

To provide for the taxation in respect of the supply of 
goods and services 

Local Government Transition Act, 
1993 

To provide for matters relating to municipalities in the 
interim phase, powers and functions of municipalities and 
actions of officials and councillors 

Local Government: Property Rates 
Bill 2000 

To regulate general property valuation 

Administration / Corporate and Legal services 

Electoral Act, 1998 

To manage and regulate elections on national, provincial 
and local government level 

Expropriation Act, 1975 

To provide for the expropriation of land and other 
property for public and certain other purposes and 
matters connected thereto 

Housing Arrangements Act, 1993 

To provide for the establishment of a National and 
Regional Housing Board(s) and the abolition of certain 
existing boards. 

Rental Housing Act, 1999 

To define the responsibility of Government in respect of 
rental housing 

Residential Landlord and Tenant 
Act, 1997 

To provide for the regulation of landlord-tenant relations 
in order to promote stability in the residential rental sector 
in the province. 

Town Planning and Spatial Development 

Provision of Certain Land for 
Settlement, 1993 

To provide for the designation of certain land and to 
regulate the subdivision of such land and settlement of 
persons thereon. 


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National Legislation 

Summery/ Scope of Legislation 

Advertising on Roads & Ribbon 
Development Act, 1940 

To control advertising on national and regional roads 

Ordinance 113 and LUPO (land use 
planning ordinance) 

To control the land use rights within the former black 

areas 

Development Facilitation Act, 
1995 

To provide for Integrated Development Plans, reflecting 
current planning and to institutionalize development 
tribunals for evaluating applications 

Physical Planning Act, 1991 

To provide guidelines for the drafting of urban 
development 

Plans 

Regulations on Advertisements on 
or Visible from National Roads, 
1998 

To control all advertising on national and regional roads 

Subdivision of Agricultural Land 
Act, 1970 

To control the subdivision of farm land and agricultural 
holdings 

Land Use Management Bill, 2002 

To establish a uniform land use management system. 

Planning Professions Act, 2002 

To provide for the training and registration of professional 
Planners 

Environment 

Environmental Conservation Act, 
1982 

To provide for environmental impact assessments and 
exemptions, noise control areas etc 

Environment Conservation Act, 
1989 

To provide for the effective protection and controlled 
utilization of the environment and for matters incidental 

thereto 

National Environmental 

Management Act, 1998 

To provide for co-operative environmental governance by 
establishing principles for decision making on matters 
affecting the environment and to provide for matters 
connected therewith 

Engineering / Technical Services 

Advertising on Roads & Ribbon 
Development Act, 1940 

To control advertising on national and regional roads 

Regulations on Advertisements on 
or Visible from National Roads, 
1998 

To control all advertising on national and regional roads 

National Building Regulations and 
Building Standards Act, 1977 

To provide for the promotion of uniformity in the law 
relating to the erection of buildings in the areas of 
jurisdiction of local authorities and for the prescribing of 
building standards 

National Water Act, 1998 

To provide for fundamental reform of the laws relating to 
water resources 

Water Services Act, 1997 

To provide for the rights of access to basic water supply 
and sanitation, national standards and norms for tariffs 
and services development plans 


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National Legislation 

Summery/ Scope of Legislation 

Safety and Security 

Criminal Procedure Act, 1977 

To consolidate and regulate procedure and evidence in 
criminal proceedings 

Disaster Management Act, 2002 

To provide for an integrated, coordinated and common 
approach to disaster management by all spheres of 
government and related matters 

Fire Brigade Services Act, 1987 

To provide for the rendering of fire brigade services and 
certain conditions to the rendering of the service 

Gatherings and Demonstration 
Act, 1993 

To control public gatherings and procession of marches 

Hazardous Substances Act, 1973 

To control matters relating to gas, petrol and liquids 

National Land Transport Bill, 1999 


National Land Transport Interim 
Arrangements Act, 1998 

To make arrangements relevant to transport planning and 
public road transport services 

Urban Transport Act, 1977, as 
amended 1992 

To promote the planning and provision of adequate urban 
transport facilities 

National Road Traffic Act, 1996 

To regulate traffic on public roads, the registration and 
licensing of motor vehicles and drivers, including fitness 
requirements and incidental matters 

Road Traffic Management 

Corporation Act, 1999 

To provide in the public interest for co-operative and 
coordinated strategic planning, regulation, facilitation and 
law enforcement in respect of road traffic matters and to 
provide for matters connected therewith 

Prevention of Illegal Eviction from 
and Unlawful Occupation of Land 
Act, 1998 

To provide for the eviction of unlawful occupants of land 
and the protection of the rights of such occupants under 
certain conditions 

Regulation of Gatherings Act, 1993 

To control public gatherings and procession of marches 

South African Police Service Act, 
1995 

To provide, inter alia, for a municipal (city) police 

Health and Welfare 

Hazardous Substances Act, 1973 

To control matters relating to gas, petrol and liquids 

Health Act, 1977 

To provide for the promotion of the health of the 
inhabitants of the Republic, for the rendering of health 
services, to define the duties, powers and responsibilities 
of certain authorities which render such services and for 

the co-ordination of the services 

National Policy for Health Act, 
1990 

To provide for control measures to promote the health of 
the inhabitants of the republic and for matters connected 
thereto 

Human Resources 

Employment Equity Act, 1998 

To promote the constitutional right of equality and the 
exercise of true democracy 

To eliminate unfair discrimination in employment 

To redress the effect of unfair discrimination in the work 


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National Legislation 

Summery/ Scope of Legislation 


place to achieve a workforce representative of the 

population 

Basic Conditions of Employment 
Act, 1997 

To give effect to the right to fair labour practice 

To provide for the regulation of basic conditions of 
employment 

Compensation of Occupational 
Injuries and Diseases Act, 1993 

To regulate the categories of persons entitled to 
compensation for occupational injuries and diseases, and 
to determine the degree of disabled employees 

Labour Relations Act, 1995 

To regulate the organizational rights of trade unions, the 
right to strike and lock-outs 

To promote and facilitate collective bargaining and 
employee participation in decision making 

To provide simple procedures for labour disputes 

Skills Development Act, 1998 

To provide for the implementation of strategies to develop 
and improve the skills of the South African workforce, to 
provide for Learner ships, the regulation of employment 
services and the financing of skills development 

Skills Development Levies Act, 
1999 

To provide for the imposition of a skills development levy 
and for matters connected therewith 

South African Qualifications 

Authority Act, 1995 

To provide for the establishment of a National 
Qualifications Framework and the registration of National 
Standards Bodies and Standards Generating Bodies and 
the financing thereof 

Unemployment Insurance Act, 
1966 

To provide for the payment of benefits to certain persons 
and the defendants of certain deceased persons and to 
provide for the combating of unemployment 

Electricity 

Electricity Act, 1987 

To provide for and regulate the supply of electricity and 
matters connected thereto 


1.3. The IDP Development Process 


1.3.1. Framework and Driving Force Behind the IDP. 


Municipalities function within the realm of an extensive legislative and policy framework. This 
framework provides prescripts and guidelines to be implemented and aligned with municipal 


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functions. Enoch Mgijima Local Municipality realises that in order to achieve growth and 
development, the budget, programmes and projects must be aligned to developmental and 
institutional policy directives. 


1.3.2. The 2017-2022 IDP/Budget Process Plan. 


In order to ensure certain minimum quality standards and proper coordination between and 
within spheres of government in development of Integrated Development Plan (IDP), Section 
28(1) and 29(1) (a) and (b) of Municipal Systems Act of 2000 prescribes that the council of the 
municipality must within the prescribed period after the start of its elected term "adopt a 
process set out in writing to guide the planning, drafting, adoption and review of its Integrated 
Development Planning. This plan must include the following: 

• A programme specifying the time frames for the different planning steps 

• Appropriate mechanisms, processes and procedures for consultation and participation of 
local communities, organs of state, traditional authorities and other role players in the IDP 
drafting process. 

• An indication of the organization arrangements for the IDP process. 

• Mechanisms for integration and alignment. 

In compliance with the provisions of the Act as stipulated above the Integrated Development 
and Planning Department wishes to submit to council a final process plan as part of the 
preparation for implementation of Integrated Development Plans. It is this Process Plan which 
will be a guiding document to the actual Integrated Development Planning Process for 2017- 
2022. 

1.3.3. The Purpose of the IDP/Budget Process Plan. 


The purpose of this process plan is to indicate the types of activities planned for the successful 
development of the 2017-2022 Integrated Development Plan for Enoch Mgijima Local 
Municipality. It will set the extent and nature of activities that the municipality will engage in, in 
order to develop 2017-2022 IDP/Budget. 


1.3. 3.1. Institutional Arrangements. 


The following institutional arrangements have been put in place to ensure th development and 
implementation of the IDP:- 


a) Enoch Mgijima LM Municipal Council 

b) Finance and Administration Standing Committee 


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c) IDP Representative Forum 

d) IDP/ Budget Steering Committee 

e) Enoch Mgijima LM Senior Management 

1.3. 3. 2. Municipal Roles and Responsibilities. 


Role Players 

Roles and Responsibilities 

Council 

• Approve and adopt the Process plan as well as IDP / Budget 

• Monitor implementation and approve any amendments of the plan 
when it is necessary 

Mayor 

• Consider IDP/ Budget Process Plan and submit to Council for approval 

• Overall management, coordination and monitoring of the IDP Process 

• Assign and delegate responsibilities in this regard to the Interim 
Municipal Manager 

• Submission of Draft IDP/ Budget to Council for approval 

• Submit Final IDP and Budget to Council for adoption. 

• Provide political guidance in IDP and Budget (Sec, 53 (a) of the MFMA 

Act of 2003 

• Coordinate plans and timetables for budget. 

• Exercise close oversight on Budget preparation process. 

• Overall monitoring of public participation process. 

• Exercise oversight on the ward committee system. 

Ward Councillor/ 
Ward Committees 

• Form a link between the Municipality and residents. 

• Link the IDP process to their respective wards 

• Assist in organizing of public consultation and participation 

• Monitor the implementation of IDP with respect to their wards 

• Encourage residents to take part in the IDP process 

INTERIM 

MUNICIPAL 

MANAGER 

• Managing and coordinating the entire IDP process as assigned by the 
Mayor. 

• Chair the IDP Steering Committee. 

• Fulfill the duties of the Accounting Officer as set out in Sec, 68 and 69 
of the MFMA 56, Act of 2003. 

IDP Manager 

• Prepare IDP process plan and monitor timeous implementation. 


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• Day to day management and coordination of the IDP process 

• Ensure stakeholder engagement in IDP process by organizing and 
setting up meetings for engagement. 

• Ensure that the IDP process is participatory and that planning is ward- 

based oriented. 

• Respond to public and the MEC comments on the Draft IDP/ Budget. 

• Compile a comprehensive, neat and presentable IDP document that 
compiles with all legislative requirements. 

• Amend IDP document in accordance with the comments of the MEC 

Public Participation 
Unit 

• Assist the Speaker to coordinate the process of establishing ward 

committees. 

• Responsible for logistical arrangements pertaining to ward committee 
meetings. 

• The responsibility to meet regularly with the ward committees to 
ensure appropriate communication with the communities through 

the ward committee structure. 

• The responsibility to ensure that representation is made through 

ward committees and ward councilors are channeled to the 

appropriate structures for further attention. 

Heads of 

Departments 

• Provide relevant technical, sector and financial information for 
analysis for determining priority issues. 

• Provide technical expertise in consideration and finalization of 
strategies and identification of projects. 

• Provide departmental, operational and capital budgetary 

information. 

• Preparation of project proposals, integration of projects and sector 

programmes. 

1 DP/ Budget 

Steering 

Committee 

• Refinement and quality check of IDP document to ensure compliance 
with legislation. 

• Consist of Interim Municipal Manager, Senior Managers, IDP 
Manager, Mayor/ Speaker. 

• To provide technical assistance to the Mayor in discharging 
responsibilities set out in Sec, 53 of MFMA. 

IDP Representative 
Forum 

• Provide a conducive organizational platform for discussion, 
negotiation as well as decision making for key stakeholders. 


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• Interests of constituencies are well presented in the IDP process. 

• Processes in planning, implementation and performance are 
monitored. 

• Involves the Mayor, Councillors, Ward Committees, Interim Municipal 
Manager, Directors, key stakeholders, representatives of interest 
groups, NGO's, Government Departments. 


1.3. 3. 3. Distribution of Roles and Responsibilities. 


Role Player 

Roles and Responsibilities 

Enoch Mgijima LM 

• Preparation and adoption of IDP. 

• Undertake the overall planning, coordination and management 
of IDP process 

• MEC comments consideration and adjustments where it is 
necessary. 

• IDP/ Budget alignment. 

Local residents, 

communities and 

Stakeholders 

• Contributes knowledge and ideas, represents interests in the IDP 
process by participating through the ward committee structures. 

• Ensures that constituencies are informed on IDP related 

activities and outcomes. 

Chris Hani District 
Municipality. 

• Ensures the alignment of IDP between the municipality and the 
district municipality. 

• Preparation of joint strategy workshops between municipality, 
provincial and national government. 

Provincial 

Government 

• Assist municipalities to compile credible IDP's. 

• Monitor progress in IDP. 

• Manage and coordinates MEC assessment of the IDP. 

• Management of provincial IDP grants 

• Provincial Treasurer to provide comments on draft budget 
related policies for the council to consider when tabling the 
budget. 

• Conduct MTREF and IDP assessment 

• Ensure horizontal alignment of the IDP between the local 
municipality and the district municipalities. 

• Ensure vertical and sector alignment between provincial sector 
departments and IDP/ Budget processes both at a local sphere 


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as well as the district municipality. 

Sector Departments 

• Provide sector plans for inclusion in the IDP. 

• Contribute sector expertise and knowledge. 

• Assist in development and review of Sector plans. 

National 

Governments 

• National Treasury issues guidelines on the manner in which 
municipal councils should process their annual budgets, 
including guidelines on the formation of a committee of the 
council to consider the budget. (Sec 23 (3) of MFMA ) 


1.3.4. Process Plan for Enoch Mgijima LM IDP/Budget Process Plan. 


ACTIVITY PLAN 

MECHANISM 

PERFORMANCE AREA 

RESPONSIBLE 

TIME FRAME 

PLANNING PHASE- (JULY, AUGUST ) 

Development of 
the IDP/Budget 
and PMS Process 
plan 

IDP/Budget/ 

PMS working 
session 

IDP/Budget and PMS 
process plan 

IDP and Budget 
managers 

July -August -2016 

Draft IDP 
process plan that 
guide the 

planning, 
drafting, 
development 
and adoption of 
the IDP 
(MSA, s 28) 

Directors 

Meeting 

IDP and Budget 

Process plan tabled to 
MAYCO 

IDP and Budget 
Manager / 
Municipal 

Manager 

29 - August -2016 

2015/16 

Unaudited 

Financial 

Statements 

submitted to 

Auditor-General, 
IDP/Budget/PMS 
Process plan. 

Council 

Meeting 

Adoption by Council 
Meeting 

MM 

31- August- 2016 

2015/16 

Unaudited Audit 
Report 

submitted to 

Auditor General 

and tabled 

before Council 

Submission to 

AG 

Submission to AG 

Executive Mayor 
and MM 

31- August -2016 

Advertise 

IDP/Budget/PMS 

Publication in 

the local 

Public Comments 

Interim MM/ IDP 
Manager 

09-September -2016 


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Process Plan 

newspapers 
and municipal 
website 




ANALYSIS PHASE (SEPTEMBER, OCTOBER, NOVEMBER, DECEMBER) 

Induction 
Workshop for 

Council 

Workshop 

Council Induction 

MM & Director 
Corporate 

Services 


IDP REP Forum 

to present 

approved 
IDP/budget /PMS 
process plan 

IDP/Budget Rep 
Forum 

Presentation of the 
IDP/Budget/ PMS 

Process 

Executive Mayor 
MM, All 

Directors 

20 Tues -September - 
2016 

Institutional 
wide Strategic 
Planning Session 

Institutional 

Strategic 

Session 

Strategic Planning 

Enoch Mgijima 
Municipality and 
relevant key 

stakeholders 

21- 23 

- September 2016 

Finance 

Committee 

Revision of 

draft estimates 

OPEX Preparations 

Preliminary discussion 
of Finance 

committee, to 

determine tariff 

increases, salary 

increase, general 

expanses, repairs and 
maintenance. Key 

future changes to be 
reflected considering 
all strategies and 
studies. Develop 

priority areas, reflect 
on all factors that 
could potentially 

impact on future 
budgets. 

Finance 

committee 

Municipal 

Manager 

CFO 

04 - 06 October 2016 

HR and Budget 
collate Personnel 
Request Forms 
and analyze 

results through 
staff key book or 
payroll 
information 

Collect and 

analyse the 

information 

Budget Preparation 
Process 

Director 

Corporate 

Services, CFO, 

Manager Budget 
and Financial 

Reporting , 

Manager 
Expenditure all 
Directors 

03 - 14 Oct -2016 


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Technical 

Steering 

Committee 

IDP Steering 

committee 

meeting 

Hold a self- 

assessment dialogue 
to review 

performance of the 
municipality and 

determine short 

comings and 

weakness. Discuss 

Infrastructure plan for 
the municipality 

Municipal 

Manager 

CFO, 

Infrastructure 

Manager 

IDP Manager 

11- October -2016 

IGR Meeting 

IGR Meeting 

Dialogue and 

information sharing 
on Sector 

Departments Plans 
regarding community 
needs programme. 

Municipal 

Manager 

IDP Manager 

12- October- 2016 

Workshop for 

Ward 

Committees on 
IDP/Budget 

Process 

Workshop 

IDP/Process Plan 

workshop 

MM's Office , 
Corporate 

Services 

3-14 October -2016 

Ward IDP 

Process/ Ward 
needs 

Collection of 

community 

needs 

Present the 

programme for 

community needs 

collection to the 

Councillors. 

Community needs 

collection, prioritised 
and ranked by ward 
residents. 

Engage communities 
on Ward based needs 

assessment. 

Office of the 
Speaker 

Ward Councillors 
Municipal 

Manager 

Municipal 

Directors 

IDP Manager 

17-28 October -2016 

Analyze results 
of personnel 

expenditure and 
communicate to 

Directorates 

Information 

Analysis 

Personnel 

Expenditure 

CFO and 

Manager Budget 
and Financial 

Reporting 

24- 28 October- 2016 

Special Finance 
Committee 

Revision of 

draft estimates 

OPEX Preparations 

To prepare draft 
capital and 

operational plan with 
cost and revenue 

estimates for IDP. 

HOD's to access 

Human Resource 

component of the 

Finance 

Committee; 

MM & 

IDP Manager 

31 -October- 2016 


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operating budget for 
the next year and for 
the two outer years. 



Submission of 1 st 
Quarter Financial 
Report to Council 

First Quarter 

Report 

Submission 

Financial Reporting 

Executive Mayor 

31- October- 2016 

Technical IGR 

meeting 

IGR Meeting 

Reflection on 

community needs and 
path way forward. 
Assess provincial 

strategic plan and 
sector plans 

Sector 

Departments 

HOD 

IDP Manager 
Municipal 

Manager 

8- November -2016 

Check with 

National, 

Provincial 

Governments 

and District 

Municipalities 
for any 

information in 

relation to 

budget and 

adjustment 
budget to 

projected 
allocations for 

the next three 

years. 

Information 

collection and 
analysis 

Budgeting Process 

Manager Budget 
and Financial 

Reporting and 
CFO 

2- 6 November- 2016 

Discuss Draft 

audit report 

from the 

Auditor-General 

for the 

2015/2016 

financial 

statements 

Discussion on 

Draft Audit 

Report 

Budgeting Process 

CFO and MM 

10 -November -2016 

Submission of 

Budget Request 
Forms General 
Expenses-Capital 
outlay, Capital 
Budget, 

Operating 

Projects and 

Review of Tariffs 

Submission of 
Budget Request 

Budgeting Process 

All Directors 

1-18 November -2016 

IDP/PMS 

Manager's 

Forum 

Planner's 

Forum 

Progress monitoring 
on issues of planning 

CHDM, IDP/PMS 
Managers all 

LM's 

22- November- 2016 


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IDP Rep Forum 

IDP Rep Forum 

Present progress 

report on the ward 
priority needs. 

Identify gaps in 

preparation for the 
next phase. 

Municipal 

Manager 

IDP Manager 

24 -November -2016 

CFO to collate 
budgets and 

analyze results 

Information 

analysis 

Municipal Budgeting 
process 

CFO, Manager 
Budgeting and 
Reporting 

21-25-November 

2016 

Submit process 
plan for Review 
of Budget 

Related Policies 
and issuing of 
Audit Report 

Review of 

budget related 
policies 

Municipal Budgeting 
process 

CFO 

30- November -2016 

Management to 
compile audit 

action plan to 
address issued 
raised by Auditor 
General 

Development 
of Audit Action 

Plan 

Audit Outcomes 

MM and all 

Directors 

5-7- December- 2016 

Technical 

Committee 
meeting to 

Review three 

year capital 

budget 
, Operating 
projects and 

Tariffs 

Review of 

capital projects 
and tariffs 

Municipal Budgeting 
process 

All Directors 

7- December -2016 

STRATEGIES PHASE DEVELOPMENT OF VISION, MISSION STRATEGIES, PROGRAMME AND PROJECTS 
(JANUARY, FEBRUARY ) 

Check with 

National, 

Provincial 

Governments & 

District 

Municipalities 
for any 

adjustments to 
projected 
allocations for 

the next three 

years 

Verification of 

budget 

projections 

Municipal Budgeting 
Process 

Manager Budget 
and Financial 

Reporting and 
CFO 

09-13 January- 2017 

Quarter 2 

Performance 

Report 

Reporting 

SDBIP Monitoring 

MM/IDP/PMS 

17 -January -2017 


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Draft Annual 

Report 

Reporting 

Annual Report 

development 

MM , HOD'S 

19 -January -2017 

Midyear 

Performance 

Reporting 

Performance 

information 

submission 

MM , HOD'S 

20 -January -2017 

Special Council 
Meeting - Table 
in to the Council 
oversight report, 
the audit report 
for 2015/2016, 
and Mid -year 
report 

2016/2017 

Special Council 
Meeting 

Tabling of reports to 
Council as prescribed 
by Legislation 

Executive Mayor 
and MPAC Chair 

25 -January- 2017 

Budget 
adjustment 
Consultation 
Process begins 

Consultation on 

budget 

adjustment 

Budget Revision 

Process 

Manager Budget 
and Financial 

Reporting and 
CFO 

2-7- February -2017 

Submit to 

National 

Treasury, 

Provincial 

Treasury and the 
MEC responsible 
for Local 

Government the 
annual report, 
Annual financial 
statements, the 
audit report and 
any corrective 
action taken in 
response to the 
findings of the 
audit report 

relating to 2015 

Submission of 
AFS , Annual 
Report, Audit 
Report to 

National 

Treasurer 

Submission of Reports 
to National Treasury. 

MM and CFO 

2-12 February 2017 

1 DP/ 

Budget/PMS 

Steering 

Committee 

IDP Steering 

Committee 

meeting 

Develop municipal 

strategies, Objectives 
KPA's, KPI and targets 
so as to influence the 
budget. Set and agree 
on IDP priority 

programmes/projects 
and 

Strategies. To discuss 
the and Finalize the 
Draft MTREF Budget 
and 1 st Adjustment 

Municipal 

Manager 

Directors 

13&14- February - 
2017 


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Budget 



Institutional 

Strategic 

Planning 

Strategic 

Session 

Quarterly 
performance 
reporting. HOD's to 
present IDP Projects / 
Programmes, Capital 
and Operational 

budgets, Service 

delivery backlogs, HR 
issues (institutional 
capacity). Financial 

situation, Spatial 

socio- economic, and 
environment. 

Municipal 

Manager 

HOD 

21-23 February -2017 

Council to 

approve 1 st 

Adjustment 

Budget 

Council adopts 
adjusted 

Budget 

Municipal Budgeting 
Process 

Executive Mayor 
and Municipal 
Manager 

30 -February- 2017 

High level draft 
SDBIP 

Executive 

Mayor 

HOD's to present 
their 

Implementation plans 
i.e. Define indicators, 
outputs and targets; 
identify major 

activities, time 
frames and 

responsibilities. 

Setting targets and 
key performance 

indicators , outlining 
the 

Projects cost and 
institutional resources 

needed. 

MM, HOD'S, 

IDP/PMS 

08- March -2017 

2017/2020 First 
Draft Budget to 
IDP, Budget and 
PMS Technical 

Committee 

IDP/Budget 
/PMS Steering 
Committee to 

consider the 

first draft 

Municipal Budgeting 
Process 

CFO and 

Manager Budget 
and Financial 

Reporting 

15- March- 2017 

Budget 

discussions in 

the IDP/Budget/ 
PMS Steering 

Committee 

IDP/Budget 
/PMS Steering 
Committee to 
discuss budget 
items. 

Finalise alteration if 
applicable. 

Submission of altered 
draft budget to 

Executive Mayor and 
Mayoral Committee. 
Integrate and align 
Budget and IDP 

Portfolio Head 
Budget and 

Treasury & CFO 

23 -March -2017 

ALIGNMENT AND INTERGRATION- MARCH, APRIL 

Technical 

Steering 

Horizontal and 

Vertical 

Integrated sectoral 
programme, (LED, 

All Head of 
Department 

24 -March- 2017 


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Committee 

alignment with 
District, 

Province, 

National 

HIV, Poverty 

Alleviation, Gender 
Equity etc) 

Consolidated 
monitoring 
/performance 
management system. 
Disaster Management 
plan, institutional 

Plan, Reference to 
sector plans. 



Approval of 

Electricity Tariffs 
by NERSA 

Approval of 

Tarrifs 

Budgeting Process 

Manager Budget 
and Financial 

Reporting, CFO 
and Senior 

Manager 

Electrical 

1- 28 March -2017 

Council adopts 
First Draft IDP/ 
Budget/ PMS 

Framework. 

Council 

Submission of 

Mayoral Committee 
report on draft 
budget and draft IDP 

to 

full Council 

Mayor 

Municipal 

Manager 

CFO 

28- March- 2017 

Submit draft 

IDP/Budget and 
SDBIP to relevant 

authorities 


Submit draft copies of 
IDP and budget to 
DLGTA and Provincial 
Treasury 

MM/IDP 

Manager 

10 -April -2017 

Publication of 

the draft 

IDP/Budget 

(MSA) 

Publication for 

Community 

Participation 

Advertising the draft 
budget and draft IDP 
for public 

comments for a 
period of 21 days 
Consolidate project 
proposals in terms of 
location and sector 

MM/IDP 

Manager 

7- April -2017 

Quarter 3 

Performance 
reporting by 

HOD'S (Jan - 
March)) 

Reporting 

SDBIP Monitoring 

MM and HOD'S 

11- April -2017 

Draft IDP and 
Budget 

Mayoral Imbizo 

IDP/ Budget Road 
show public hearings 
in different wards of 
Enoch Mgijima 

Executive Mayor, 
MAYCO, 

Municipal 

Manager 

Directors 

IDP Manager 
Budget Office 

17- 27 April- 2017 

IGR Technical 

meeting 

IGR meeting 

Integration and 

alignment 

Municipal 

Manager office 

28 -April -2017 


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APPROVAL PHASE- MAY 

IDP/PMS 

Managers 

Session 

Planning and 
IDP/PMS 

Process plans 

Monitoring and 

support 

CHDM IPED and 

All LM's 

03 -May -2017 

Final Draft 

Budget to IDP, 
Budget and PMS 
Technical 

Committee 

IDP, Budget 

and PMS 

Technical 

Committee 

Budget Processes and 
Strategic Planning 

Manager Budget 
and Financial 

Reporting and 
CFO 

16- May -2017 

SDBIP 

Engagements 

IDP/PMS 

SDBIP Development 

MM, HOD'S 

IDP/PMS/Budget 
Managers 

17-19 May -2017 

Final Draft 

Budget to IDP, 
Budget and PMS 
Steering 
Committee 

IDP, Budget 

and PMS 

Steering 
Committee 

Budget Processes and 
Strategic Planning 

Portfolio Head 
Budget and 

Treasury 

24 -May -2017 

Adoption 

Enoch Mgijima 
Council Approval 
of Final 2017- 

2022 IDP & 
Budget 

Council 

Meeting 

Final Adoption of the 
IDP and Budget 

Executive Mayor 
Municipal 

Manager 

30 -May- 2017 

Submission of 

the final IDP to 

relevant 

authorities 

(COGTA,NT) 

MEC IDP 

submission 


IDP Manager 

09- June- 2017 

PERFOMANCE MANAGEMENT SYSTERM 

SDBIP and PMS 

SDBIP and PMS 

Submission of draft 
Services delivery and 
implementation plan 
with in 14days after 
the approval of the 
budget to the 

Executive Mayor in 
accordance with 

Circular 13 of the 

MFMA. Submission of 

draft annual 

performance 
agreements for the 
next year to the 
mayor 

Municipal 
Managers Office 

14 -June- 2017 

Public 

Engagement on 

approved 

IDP/Budget 

IDP/Budget 

development 

process 

Community 

Participation 

Executive Mayor, 
MM, HOD'S 

19-30 -June 2017 


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SDBIP 

Management 

Approval of SDBIP 
within 28day after the 
approval of the 

budget. 

Loading accounting 
system with new 
budget data 

Implementation of 

SDBIP 

Executive Mayor 

26 -June- 2017 

Performance 
reporting for 

quarter 4 (April - 
June)) 

Reporting 

SDBIP Monitoring 


03- July- 2017 

Public awareness 
with 14 days 
after the 

approval. 

Advert 

Advertising in all 
public viewing places 
and media. 

IDP Manager 

&MM 

14 -July- 2017 


1.3.5. Process Plan for Enoch Mgijima LM's Annual Financial Statements. 


The process plan for the preparation of the 2016/2017 AFS is attached to this document. 


1.4. The IDP Development Phases 

The IDP will be organised through the following chapters: - 

1.4.1. Chapter One 


This Chapter of the IDP addresses the following key issues:- 

1) Background 

2) Legislative Framework 


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3) Mandate 

4) Enoch Mgijima LM's Service Delivery Priorities (SDP's 

5) The IDP Process Plan 

1.4.2. Chapter Two. 


This Chapter of the IDP addresses the following key issues:- 

1) Compilation of Existing Information 

2) Community and Stakeholder Level Analysis 

3) Reconciling Existing Information Compilation and Community and Stakeholder Level 
Analysis 

4) Municipality-wide Analysis 

5) Spatial Analysis 

6) Socio-economic/Gender Differentiation 

7) Socio-economic/Gender Differentiation 

8) In-depth Analysis of Priority Issues: General Guidelines 

9) In-depth Analysis of Priority Issues: Generic Sector Guidelines 

10) Consolidation of Analysis Results 

1.4.3. Chapter Three. 


This Chapter of the IDP addresses the following key issues:- 

1) Vision 

2) Working Objectives 

3) Localised Strategic Guidelines 

4) Localised Spatial Strategic Guidelines 

5) Localised Strategic Guidelines for Poverty Alleviation and Gender Equity 

6) Localised Strategic Environmental Guidelines 

7) Localised Strategic Guidelines for Local Economic Development (LED) 

8) Localised Institutional Strategic Guidelines 

9) Financial Strategy 

1.4.4. Chapter Four. 


This Chapter of the IDP addresses the following key issues:- 

1) Establishing Preliminary Budget Allocations 

2) Setting Indicators for Objectives 

3) Project Outputs/Targets/Locations 

4) Cost/Budget Estimates/Source of Finance 


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1.4.5. Chapter Five. 

This Chapter of the IDP addresses the following key issues:- 

1) Integrating Projects and Programmes 

2) Integrated Sector Programmes 

3) 5-year Financial Plan for the Municipality 

4) 5-year Capital Investment Programme (all sources of investment) 

5) 5-year Action Programme 

6) Integrated Monitoring and Performance Management System 

7) Integrated Spatial Development Framework 

8) Integrated Poverty Reduction/Gender Equity Programme 

9) Integrated Environmental Programme 

10) Integrated LED Programme 

11) Integrated Institutional Programme 

12) Disaster Management Plan 

1.4.6. Chapter Six. 

This Chapter of the IDP addresses the following key issues:- 

a) Opportunity for Comments from Provincial/National Government 

b) District-level Horizontal (Inter-municipal) Coordination 

c) Opportunity for Public Comments 

d) Incorporating and Responding to Comments 

e) Final Adoption by the Municipal Council 

1.5. Mandate 


To ensure that Enoch Mgijima LM is a responsive, efficient, effective and accountable 
municipality, chapter 3 to 5 of the IDP will outline in detail how the long-term vision translates 
into an effective plan that aligns the municipal budget, monitoring and evaluating mechanisms 
as well as timeframes for delivery. The municipality will ensure closer alignment between the 
long-term development objectives (in context of National, Provincial and District development 
policies) and the IDP. 


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The mandate for the municipality is guided by, but not limited to the following government 
imperatives:- 

1.5.1. National Development Plan 


The South African Government through the Presidency has published a National Development 
Plan. The Plan aims to eliminate poverty and reduce inequality by 2030. The Plan has the target 
of developing people's capabilities to be to improve their lives through education and skills 
development, health care, better access to public transport, jobs, social protection, rising 
income, housing and basic services, and safety. It proposes to the following strategies to address 
the above goals:- 

a) Creating jobs and improving livelihoods; 

b) Expanding infrastructure; 

c) Transition to a low-carbon economy; 

d) Transforming urban and rural spaces; 

e) Improving education and training; 

f) Providing quality health care; 

g) Fighting corruption and enhancing accountability; 

h) Transforming society and uniting the nation. 

As the core of the Plan is to eliminate poverty and reduce inequality and the special focus on the 
promotion of gender equity and addressing the pressing needs of youth. More importantly for 
efficiency in local government the NDP proposes 8 targeted actions listed below:- 

a) Stabilise the political-administrative interface; 

b) Make public service and local government careers of choice; 

c) Develop technical and specialist professional skills; 

d) Strengthen delegation, accountability and oversight; 

e) Improve interdepartmental co-ordination; 

f) Take pro-active approach in improving national, provincial and local government 
relations; 

g) Strengthen local government; 

h) Clarify the governance of SOE's. 

The National Development Plan 2030 has been adopted by the National Cabinet in August 2012 
and this place an injunction on the state and its agencies (including municipalities) to implement 
the Plan. 

The Plan makes the following policy pronouncements and proposes performance targets that 
intersect with developmental mandates assigned to local government. Importantly, 
municipalities are expected to respond to these developmental imperatives when reviewing 
their Integrated Development Plan and developing the corresponding three-year Medium Term 
Revenue and Expenditure Frameworks. 


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a) Youthful population presents opportunities to boost economic growth, employment and 
reduce poverty; 

b) Strengthen youth service programmes - community based programmes to offer young 
people life skills training, entrepreurship training; 

c) Increase employment from 13 million in 2010 to 24 million in 2030; 

d) Ensure that skilled, technical, professional and managerial posts better reflect the country's 
racial, gender and disability makeup; 

e) Establish effective, safe and affordable public transport; 

f) Produce sufficient energy to support industry at competitive prices; 

g) Ensure that all South African have access to clean running water in their homes; 

h) Make high - speed broadband internet universally accessible at competitive prices; 

1.5.2. National Government's Outcomes Based Approach to Service Delivery 


National Government has agreed on 12 outcomes as a key focus of work between now and 
2014. These outcomes have been expanded into high-level outputs and activities, which in turn 
formed the basis of a series of performance agreements between the President and relevant 
Ministers. 

Whilst all of the outcomes can to some extent be supported through the work of local 
government, Outcome 9 (A responsive, accountable, effective and efficient local government 
system) and its 7 outputs are specifically directed at local government:- 


Table 1: Outcome 9 Outputs 

Output 1 

Implement a differentiated approach to municipal financing, planning and support 

Output 2 

Improving access to basic services 

Output 3 

Implementation of the Community Work Programme 

Output 4 

Actions supportive of the human settlement outcome 

Output 5 

Deepen democracy through a refined Ward Committee model 

Output 6 

Administrative and financial capability 

Output 7 

Single window of co-ordination 


1.5.3. CoGTA's National KPA's for Municipalities. 


Department of Cooperative Governance and Traditional Affairs (CoGTA) assess the progress 
made by municipalities against five Key Performance Areas (KPAs) and crosscutting 
interventions adopted in the 5-Year Local Government Strategic Agenda. The five KPAs that 
form the basis of the assessments are:- 


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Table 2: National KPA's 

KPA 1 

Good Governance and Public Participation 

KPA 2 

Municipal Transformation and Organisational Development 

KPA 3 

Basic Service Delivery 

KPA 4 

Municipal Financial Viability and Management 

KPA 5 

Local Economic Development (LED); 


The above allow CoGTA to determine how well each municipality is performing, compare its 
performance to targeted goals, create measures to improve performance, identify the 
municipalities that have under-performed and propose remedial action to improve performance 
of municipalities. 

1.5.4. The New Growth Path. 


This National Policy Framework deals specifically with issues such as creating decent work, 
reducing inequality and defeating poverty through "a restructuring of the South African 
economy to improve its performance in terms of labour absorption as well as the 
composition and rate of growth". Important and of practical consequence to local government, 
are the specific job drivers that have been identified:- 

1) Substantial public investment in infrastructure both to create employment directly, in 
construction, operation and maintenance as well as the production of inputs, and indirectly 
by improving efficiency across the economy; 

2) Targeting more labour-absorbing activities across the main economic sectors -the 
agricultural and mining value chains, manufacturing and services; 

3) Taking advantage of new opportunities in the knowledge and green economies; 

Leveraging social capital in the social economy and the public services; and 
Fostering rural development and regional integration. 

1.5.5. Provincial Government of the Eastern Cape - Eastern Cape Vision 2030 


In 2014, the Executive Council of the Eastern Cape Provincial Government appointed the Eastern 
Cape Planning Commission (ECPC) to facilitate a participatory exercise of defining what the NDP 
should mean for the province. This definition has been used to inform the Eastern Cape's 
Provincial Development Plan (PDP). The plan aims to provide creative responses to the 
province's challenges. 

There are five related goals that inform the PDP. Each goal aims to encourage rural 
development to address the spatial and structural imbalances in the Eastern Cape. Each goal has 
a vision, key objectives and strategic actions. Further detail is provided in Part 2 of this plan. 

The five goals are interrelated and cross-enable each other. For example, good health (goal 3) is 
important for effective learning (goal 2) and productive economic activity 


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(goal 1). Achieving the first three goals will inevitably create more vibrant communities (goal 4). 
The fifth goal, capable and accountable institutions, enables the first four goals. 

a) Goal 1: A growing, inclusive and equitable economy. 

The PDP aims to develop a growing, inclusive and equitable economy. This includes a larger and 
more efficient provincial economy that optimally exploits the competitive advantages of the 
Eastern Cape, increased employment and reduced inequalities of income and wealth. 

b) Goal 2: An educated, empowered and innovative citizenry. 

The PDP seeks to ensure that people define their identity, sustain their livelihoods, live healthy 
lives and raise healthy families, develop a just society and economy, and play an effective role in 
the development of their communities, as well as the politics and governance of the state at all 
levels. 

c) Goal 3: A Healthy population. 

The PDP seeks to ensure that all citizens of the Eastern Cape live longer and healthy lives. This 
will mainly be achieved by providing quality healthcare to people in need. The health system 
must value patients, care for communities, provide reliable service and value partnerships. In 
addition, the system should rest on a good primary healthcare platform and be integrated 
across primary, secondary and tertiary levels of healthcare. 

d) Goal 4: Vibrant, equitable and enabled families. 

The PDP seeks to ensure that by 2030, the Eastern Cape is characterised by vibrant communities 
in which people can responsibly exercise their growing freedoms. The plan aims to address 
spatial disparities across the province, and seeks to guide the development and use of 
instruments to achieve this. These instruments include legislation and policy, spatial targeting of 
infrastructure and other investments, and planning itself. Where and how people live and work 
is the most visible manifestation of spatial equity. 

e) Goal 5: Capable, conscientious and accountable institutions 

The PDP seeks to build capable, conscientious and accountable institutions that engender and 
sustain development partnerships across the public, civic and private sectors. It aims to 
construct and mobilise multi-agency partnerships for development, encouraging the emergence 
of a strong, capable, independent and responsible civil society committed to the province's 
development. The province will build the necessary capabilities to anchor these multi-agency 
partnerships and empower people to meaningfully participate in their own development. 


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1.5.6. Enoch Mgijima LM's Political Priorities 

The Enoch Mgijima LM is guided by the following 11 (eleven) priorities, as highlighted by the 

ANC's Local Government Elections Manifesto. 

1) Build on achievements made in delivering basic services to the people. 

2) Improve access to municipal services and reduce outsourcing in municipalities. 

3) Further improve public participation and accountability of councillors. 

4) Enhance the capacity of the local state to deliver on its mandate. 

5) Develop and strengthen local economies, create jobs and promote job placements, 
especially for the youth. 

6) Intensify the fight against fraud and corruption in local government and social fabric crimes 
in communities. 

7) Promote education as the apex priority in local communities. 

8) Improve health in urban and rural communities. 

9) Help municipalities adapt to the changing climatic conditions. 

10) Build spatially integrated communities. 

11) Promote nation-building and socially cohesive communities. 


The highlights of the Political Priorities are reflected in the following paragraphs:- 

1.5.6. 1. Priority 1: Basic Services 

Together we shall build on the achievements made in the delivery of basic services by: 


a) Expanding the electrification programme to the remaining areas and rolling out solar energy 
in certain areas. 


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b) Enhancing the capacity of the municipality to accelerate upgrading and integration of 
informal settlements. 

c) Increasing the capacity of existing dams, building new dams and improving water treatment 
infrastructure. 

d) Cleaning public sanitation facilities in towns and cities and rolling out sanitation facilities in 
informal settlements and rural municipalities. 

e) Intensifying cleaning campaigns in towns and cities and increasing households with access 
to refuse removal. 

f) Ensuring that tarred roads are maintained and gravel roads are graded. 

g) Addressing challenges related to billing systems and enhancing the system to protect 
indigent households. 

h) Mobilising funding for rehabilitation, refurbishment and replacement of ageing 
infrastructure. 

1.5. 6. 2. Priority 2: Municipal Services and Outsourcing. 

Together we shall improve access to municipal services and reduce outsourcing by:- 

a) Ensuring that municipal services remain the core function of municipalities. 

b) Discouraging municipalities from outsourcing the basic services they are able to render 
themselves. 

c) Building delivery capacity in municipalities with a view to reducing outsourcing of municipal 
services. 

d) Developing sound regulatory and monitoring mechanisms for outsourced municipal services 
in those municipalities without capacity to render services themselves. 

e) Engaging with municipalities and organised labour on the introduction of flexible shifts to 
promote greater access to municipal services. 

1.5. 6. 3. Priority 3: Public Participation and Accountability. 

Together we shall continue to improve public participation and accountability through:- 

a) Strengthening public participation to ensure that all communities participate in municipal 
programmes and activities. 


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b) Further improve accessibility and accountability of councillors through regular report back 
and feedback meetings in communities. 

c) Requiring councillors to sign performance and accountability agreements. 

d) Strengthening partnerships with community organisations and other forums of people's 
participation. 

e) Rolling out the Batho Pele Standards Framework for local government to improve service 
delivery. 

f) Ensuring that all municipalities conduct consumer satisfaction surveys. 

1.5. 6.4. Priority 4: Municipal Capacity. 

Together we shall improve and enhance institutional capacity of municipalities by:- 

a) Enhancing the existing skills and capabilities and recruiting officials with requisite technical 
skills, administrative knowledge and experience. 

b) Strengthening local partnerships with the private sector, trade unions and community based 
organisations to enhance service delivery. 

c) Strengthening and consolidating relations between councillors and traditional leaders to 
improve service to traditional communities. 

d) Bringing additional engineering, project planning and financial management skills to urban 
municipalities. 

e) Building capacity to undertake long term planning with a view to ensuring coordination and 
integration of strategies for growth and development. 

f) Developing programmes for youth councils in municipalities. 

g) Strengthening internal capacity of municipalities to monitor work of municipalities, 
including early warning mechanisms to identify areas where challenges may arise. 

h) Promoting education and training of municipal officials through skills development 
initiatives. 

i) Providing additional national and provincial support to further improve the capacity of local 
government to deliver services. 

j) Developing capacity to address challenges related to non-payment of bulk suppliers and 
recovery of money owed to municipalities by communities, government departments and 
businesses 


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1.5. 6. 5. Priority 5: Local Economy and Job Creation. 

Together we shall develop and strengthen local economies, create jobs and promote job 

placements, especially for the youth through:- 

a) Reorientation of local economies to become effective centres of production, information 
processing and economic and spatial development. 

b) Strengthening structures of Local Economic Development. 

c) Developing sports and recreational facilities to grow local economies. 

d) Ensuring that municipalities incorporate science and technology into their programmes as 
catalysts for local economic development and deploy innovations such as the hydrogen fuel 
cell technology. 

e) Upscaling cooperatives to mainstream economic development. Upscaling the Community 
Work Programme to provide initial exposure to work opportunities to unemployed young 
people. 

f) Ensuring the Expanded Public Works Programme takes advantage of the Municipal 
Infrastructure Grant to create labour absorption activities and job opportunities. 

g) Ensuring that all municipalities develop special programmes targeting youth cooperatives 
and enterprises. 

h) Developing the productive and creative skills of young people for economic projects and 
activities in municipalities. 

i) Promoting local procurement of goods and services to increase local production. 

j) Encouraging the growth of SMMEs and cooperatives through centralised government 
procurement. 

k) Maintaining all municipal infrastructure and facilities. 

l) Encouraging local businesses to target young people and to take advantage of programmes 
to promote youth employment. 

m) Expanding broadband access in local government, including through free Wi-Fi areas. 

n) Providing residents with information about programmes on sustainable agriculture and rural 
development. 

o) Assisting rural smallholder farmers to access municipal land for food production and 
sustainable agriculture. 


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p) Collaborating with farmers to create better working and living conditions for farm workers. 

q) Working with traditional leaders to ensure that communal land under the trusteeship of 
traditional leaders is accessible and available for development and economic growth. 

1.5. 6. 6. Priority 6: Fraud and Corruption in Local Government. 

Together we shall intensify the fight against fraud and corruption in local government by:- 

a) Vigorously implementing anti-corruption programmes to identify and deal effectively with 
cases of fraud and corruption. 

b) Ensuring that all ANC councillors abide by the ANC's code of conduct. 

c) Preventing municipal officials and councillors from doing business with municipalities. 

d) Holding corrupt municipal officials and councillors liable for the losses incurred by the 
municipality because of their corrupt actions. 

e) Pursuing action against companies involved in bid rigging, price fixing and corruption in 
procurement. 

f) Ensuring there are consequences for municipal councils' illegal decisions. 

g) Implementing recommendations emanating from forensic investigations conducted in 
municipalities. 

h) Mobilising communities to play an active part in fighting fraud and corruption. 


1.5. 6. 7. Priority 7: Crime in Communities. 

Together we shall fight crime in communities by:- 

a) Strengthening the community safety forums and forming street committees as part of 
community efforts against crime. 

b) Improving street lighting and signs in towns, townships and villages. 

c) Encouraging municipalities to enter into partnerships with business against crime, 
community based organisations and NGOs. 


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d) Strengthening the enforcement of municipal by-laws on antidumping, maintenance of a 
healthy environment and prevention of illegal trading. 

e) Embarking on massive campaigns against drug and substance abuse and illegal trading in 
our communities. 

f) Working with all sectors to end violence against women and children. 

g) Involving traditional leaders in crime fighting efforts in rural communities. 

h) Strengthening municipal courts to service communities effectively. 

1.5. 6. 8. Priority 8: Education in Communities. 

Working together to promote education as the apex priority in local communities through:- 

a) Promoting better collaboration between government departments, communities and 
stakeholders to accelerate the development and support of early childhood development 
facilities. 

b) Working together with parents, teachers, students and relevant stakeholders to take the 
Quality Learning and Teaching Campaign to communities. 

c) Implementing programmes that promote community ownership of schools, colleges, 
universities and other public education facilities. 

d) Speeding up the provision of libraries and library resources to a further 800 schools. 


1.5. 6. 9. Priority 9: Community Health. 

Together we shall promote health and primary healthcare in our communities through: 

a) Promoting health, preventing diseases and strengthening the delivery of primary 
healthcare. 

b) Working with the provincial and national departments to deliver ideal clinics through 
Operation Phakisa, to speedily improve health infrastructure, services, especially in National 
Health Insurance (NHI) pilot sites. 


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c) Ensuring that clinics are built, maintained and equipped appropriately to provide affordable 
quality health services and to be ready for the implementation of the NHL 

d) Strengthening programmes and campaigns on healthy lifestyle in communities. 

e) Encouraging people to screen annually for non-communicable diseases such as diabetes, 
high cholesterol, hypertension, eye problems and cancers. 

f) Strengthening programmes against tuberculosis (TB) in highly affected communities, 
especially among prisoners, miners, ex-miners and their families; and in selected villages, 
metros and towns, early childhood development centres, schools and correctional facilities. 

g) Working with the provincial and national departments to intensify prevention initiatives and 
expand the treatment programme of HIV and AIDS. 

1.5.6.10. Priority 10: Climate Change. 

Together we shall help all municipalities adapt to changing climatic conditions by: 

a) Encouraging all municipalities to work with national departments to embark on research on 
changing climatic conditions and possible risks to their adaptation and sustainability. 

b) Ensuring that municipalities work with national and provincial government in the 
implementation of climate change mitigation and adaptation measures. 

c) Strengthening municipal plans that are aimed at reducing the negative impact of changing 
environmental conditions and taking advantage of new opportunities that may be 
presented. 

d) Establishing and developing municipal capacity to manage disaster risks that may be 
presented by changing climate. 

e) Introducing innovative technologies and energy sources that are free of harmful emissions 
such as hydrogen fuel cells, solar power and wind energy. 

f) Undertaking youth initiatives as part of municipal efforts to adapt to changing climatic 
conditions. 

g) Defining the role of communities in municipal efforts to adapt and remain sustainable under 
changing environmental conditions. 

1.5.6.11. Priority 11: Social Cohesion and Nation Building. 


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Together we shall promote social cohesion and nation building in municipalities through:- 


a) Ensuring that municipal programmes respond to the socio-economic needs of all citizens. 

b) Ensuring that municipal programmes strengthen the social fabric of our communities. 

c) Honouring and celebrating collective heritage sites in municipalities. 

d) Building commonly shared sites and venues for worship to accommodate diverse cultural 
and religious activities. 

e) Upgrading community arts centres and libraries in all municipalities. 

f) Organizing sport and recreational activities that are aimed at promoting nation building. 

g) Promoting a culture of dialogue as part of efforts to build a social compact for local growth 
and development. 

h) Organizing cultural activities where people from diverse backgrounds express their cultural 
identities and belief systems. 

1.5.7. Enoch Mgijima LM's Service Delivery Priorities (SDP's). 


Based on the LGE Manifesto, the municipality has identified Ten (10) service delivery priorities 
which will be implemented through a Ward Committee participatory process. The SDP will be 


aligned with the Political Priorities which are summarised as follows: - 


# 

Priorities 

SDP01 

Electricity 

SDP02 

Roads, bridges and storm water management. 

SDP03 

Local Economic Development 

SDP04 

Safety and Security 

SDP05 

Public Amenities 

SDP06 

Housing 

SDP07 

Social cohesion. 

SDP08 

Spatial Development and Land Use Management 

SDP09 

Human Capital Development 


1.5.8. Chris Hani District Development Agenda. 


Chris Hani District Municipality has adopted a "Developmental Agenda" that seeks to guide 
development in its area of jurisdiction. This explained by a slide below and covers the eight local 
municipalities within the district:- 


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Chris Hani - District Development Agenda 


Lukhanji 

Industrialisation 

Regional Economic Hub 


Engcobo 


Inkwanca 

Tourism 

Industrial 

expansion 



Emalahleni 

Coal Mining 
Tourism 


Chris Hani Special Economic Zone 

Local Beneficiation is the cornerstone of the Agenda 
Water Infrastructure backlogs must be eradicated 

) Energy Security needs to be addressed / 
Transport Linkages needs to be maximised I 

•Resource mobilisation is a key determinant \ 
•Practical IGR must be made non-negotiable s 
•Institutional Capacity needs to be enhanced 
•Research and Planning must be the base of DDA 
•Skills Development & Capacity Building program 
• Communicating the Agenda must be prioritised 


'bakhisizwe' 

Crop Production 

Livestock 
Improvement . 


Inxuba-Yethemba 

Bio-Fuels 
Heritage Tourism 


Tsolwana 

Tourism 

Game Reserves A 


|^&|ntsika Yethu 

Crop Production 

Irrigation 
Schemes 



1.5.9. Sustainable Development Goals. 


As summarised in the following table:- 


Sustainable Development Goals 

Goal 1 

End poverty in all its forms everywhere 

Goal 2 

End hunger, achieve food security and improved nutrition and promote sustainable 
agriculture 

Goal 3 

Ensure healthy lives and promote well-being for all at all ages 

Goal 4 

Ensure inclusive and equitable quality education and promote lifelong learning opportunities 
for all 

Goal 5 

Achieve gender equality and empower all women and girls 

Goal 6 

Ensure availability and sustainable management of water and sanitation for all 

Goal 7 

Ensure access to affordable, reliable, sustainable and modern energy for all 


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Goal 8 

Promote sustained, inclusive and sustainable economic growth, full and productive 
employment and decent work for all 

Goal 9 

Build resilient infrastructure, promote inclusive and sustainable industrialization and foster 
innovation 

Goal 10 

Reduce inequality within and among countries 

Goal 11 

Make cities and human settlements inclusive, safe, resilient and sustainable. 

Goal 12 

Ensure sustainable consumption and production patterns 

Goal 13 

Take urgent action to combat climate change and its impacts 

Goal 14 

Conserve and sustainably use the oceans, seas and marine resources for sustainable 
development 

Goal 15 

Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage 
forests, combat desertification, and halt and reverse land degradation and halt biodiversity 
loss 

Goal 16 

Promote peaceful and inclusive societies for sustainable development, provide access to 
justice for all and build effective, accountable and inclusive institutions at all levels 

Goal 17 

Strengthen the means of implementation and revitalize the Global Partnership for Sustainable 
Development 


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2. CHAPTER 2: SITUATIONAL ANALYSIS 


This chapter has been designed to address the following key issues: - 

a) Introduction 

b) Geographical location. 

c) Governance and stakeholder participation. 

d) Health and community services 

e) Institutional Transformation. 

f) Financial Sustainability. 

g) Basic Services and Infrastructure Development. 

h) Integrated Planning and Local Economic Development. 

2.1. Introduction. 


This chapter in accordance with the requirements of the Municipal Systems Act provides a 
situational analysis of the existing trends and conditions in the Enoch Mgijima. 

The Enoch Mgijima Local Municipality is a Category B municipality comprising of Thirty-Four (34) 
wards with 34 Ward Councillors as illustrated in the following table: - 


WARD 

NO. 

Initials & Surname 

PR CLLR 

AREA DESCRIPTION 

1 

Tutwana Zoleka 

Gloria Kibi 

Mkhonjane; Dlakavu; Bolotwa; Gwatyu Farms; 
Nonibe; Tylden; Tembani. 

2 

Thole Mzwandile 

Nokwayiyo Kopolo 

Hinge and Portion of Mabuyaze 

3 

Ngondo Zamuxolo 

Noncazelo Matswele 

Machibini 

4 

Ngesi Mzikabawo 

Malibongwe Xhelisilo 

Birch Farms; Part of Unathi Mkhefa; Part of Hinge 

5 

Batyi Andile 

Xoliswa Xhelo 

Zone 3; Zone D; and part of Chankcele 

6 

Gwampi Siza 

Terri Vivian Mplolo 

Portion of Unathi Mkefa; Koppies 

7 

Nondyola 

Lonwabo 

Sibusiso Mvana 

Phakamisa; nogumbe zone 1 lusinini ematyeni 

soweto 

8 

Njozela Dumisani 

Jerome Shaw 

Ezibeleni Zone 2; ezi vrandini; Chankcele; Komani 
Hospital; Queendustria 

9 

Mandile Zuko 

Luleka Gubula- 

Mqingwana 

Queensview; Komani Park; Southbourne; 
Sandringham; Central Town 

10 

De Wet Christofels 

Marina Barnnett 

Bersig; Top Town; Zingquthu; Bonkolo 

11 

Mbasana Pia 

Xoliswa 

Terri Vivian Mpolo 

Bede; Thulandivile; Bulawayo; Part of Bongweni 

12 

Mgoqi Bulelani 

Vuyisile Petrus Blom 

Aloe Vale,T, T section S Section, R Potion & New 
vale 


Adonis Ongama 

Adele Natacia 

Flendricks 

Sabata; Park Ville; New Vale 

14 

Seyisi Anele 

Carol May Boast 

Unifound; Khayelitsha; Joe Slovo; Sintu Pika; 


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15 

Ngculu Luvuyo 

Khangelwa Manzana 

Eskom; Magxaki; Railway; Khayelitsha kwa 2; 
portion of Nomzamo from Rawula to new area in 
Nomzamo. 

16 

Rani Bulelwa 

Aron Mhlontlo 

Nkululekweni; komani hights; Zwelithsa; portion 
of Q; S and T; Part of Unifound 

17 

Mbengo Mncedisi 

Sakhumzi Mkhunqe 

R Portion; New Bright; Bongweni 

18 

Mlindazwe Unathi 

Mzimkhulu Madikane 

Ndlovukazi and farms 

19 

Mgedezi Monelwa 

Nocawe Thwalo 

McBride; Who can Tell; Poplar Groove; Ensam; 
Braakloof; emankcenkceni. 

20 

Tiwana Ayanda 

Mzimkhulu Mdikane 

Bulhoek; Kamastone; Mceula 

21 

Qomoyi 

Nomathamsanqa 

Mzoxolo Peter 

Shiloh; Dipala; Sbonile; Mbekweni; Ngojini; 
Dyamala; Oxton; Zweledinga; Gall water. 

22 

Velaphi Mbongeni 

Sakhele Kula 

Yonda; Lower Hukuwa; Upper Hukuwa 
tsitsikama; Mtwakazi; 

23 

Kepeyi Lubabalo 

Funeka Sopapaza- 

Lungisa 

Zone 1, Xhadini Zone, Ekuphumleni, Zone 2 

24 

Bokuva Vukile 

Nomathamsanqa 

Tsotetsi 

Emadakeni; Portion of Sada; eMtha; 

Ngcamngceni; Mabheleni 

25 

Rasimosi Lulama 

Zukiswa Ralane 

Sada 

26 

Madubedube 

Papama 

Lindy Ann Haggard 

Ekuphumleni; Extension 4; Whittlesea Town; 
Enqobokeni 

27 

Koltana Lindile 

David Martin Kabane 

Sterkstoom Town 

28 

Mkhubukeli Lufele 

Xoliswa 

Luthando Amos 

(NKWANCA)Nceduluntu; Phumlani; Phelandaba; 
Nkululeko; Molteno; Lank ge Wag; Doener Kry; 
Estrip; Portion of Old Location; Impumelelo. 

29 

Yekani 

Thembinkosi 

Thuliswa Cothi 

Old Location Molteno; New location; Nomonde 
Loc; Khayelitsha; Zwelitsha; Y Section; J Section 

30 

Mangcotywa 

Mhlangabezi 

Thembeka Bunu 

Thorn hill; Thorn hill brigde; kwa Hinana; Mthitha 
primary school 

31 

Baleng Teko 

Michael 

Mthuthuzeli Hokolo 

Khayalethu; Rocklands; Mitford; Phakamisa 

32 

Ngcefe Nkululeko 

Noluthando Nqabisa 

Ntabethemba; Tendergate 

33 

Ngesi Bonile 

Andisiwe Ngonyama 

Tarkastard 

34 

Duna Nkwenkwe 

Lindiwe Gunuza 

Nkwentsha 

Eluxolweni Location. 


The municipality is made up of the following urban nodes:- 

a) Molteno. 

b) Hofmeyer. 

c) Sterkstroom. 

d) Tarkastad. 

e) Whittlesea 

f) Queenstown. 


The number of inhabitants in Enoch Mgijima LM is 245,975. This is 3.3% of the total population 
in the province Eastern Cape. The Local Municipality with the largest population in the province 
Eastern Cape is King Sabata Dalindyebo with 451,711 inhabitants (9.7%). 


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The boundaries of the three former local municipalities have been re-determined and a new 
demarcation map with the new wards is the following:- 



2.2. Geographical Location. 


The ENOCH MGIJIMA LOCAL MUNICIPALITY is a category B municipality. It is one of the six local 
municipalities found within the Chris Hani District Municipality. The total population, after the 
re-determination of the boundaries in 2016 is approximately 245,975. 


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2.3. Demographic Analysis. 


2.3.1. Summary Data. 


The following is a summary of key datasets for Enoch Mgijima Municipality, which shall be used 
as a basis for the development of its (Enoch Mgijima Municipality) Integrated Development 
Plan for 2017-2022:- 



Enoch Mgijima Municipality 

Total population 

245,975 

Young (0-14) 

32% 

Working Age (15-64) 

61% 

Elderly (65+) 

21.60% 

Dependency ratio 

63.4 

Sex ratio 

91.27 

Population growth rate 

1,53% (2001-2011) 

Population density 

61 persons/km2 

Unemployment rate 

38% 

Youth unemployment rate 

47% 

No schooling aged 20+ 

37.20% 

Higher education aged 20+ 

23.60% 

Matric aged 20+ 

51.20% 

Number of households 

66, 895 

Number of Agricultural households 

20329 

Average household size 

10.4 

Female headed households 

47% 

Formal dwellings 

91% 

Housing owned/paying off 

58% 

Flush toilet connected to sewerage 

56% 

Weekly refuse removal 

56% 

Piped water inside dwelling 

32% 

Electricity for lighting 

90% 

Source: Statistics South Africa , 2011 Population Census ("averages calculated by Executive 
Insights for other datasets"). 


2.4. Population and Demographic Profile 


The demographic profile of Enoch Mgijima Municipality is a consolidated account of vital and 
social statistics, such as the births, deaths, marriages, employment, mobility, lifestyles, etc., of 
populations. The numbers identify certain characteristics about the residents in the area thus 
telling a story or forecasting future trends within the population. 


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This profile will have the following implications to Enoch Mgijima Municipality and its service 
delivery partners; 

S Population characteristics; 

S Water supply, water treatment and sewage management; 

S Solid waste management and waste minimization; 

S Transportation planning and traffic management; 

S Energy supply and energy efficiency; 

S Habitat preservation and environmental protection; 

S Storm-water management and floodplain management; 

S Education and education facilities; 

S Land Use planning, Land Subdivision and Zoning; 

S Housing Affordability and Future needs; 

S Economic Development and Tourism; 

S Emergency Services and Policing; 

S Local organizations, services, and programming; 

S Health services provision; 

S Grants and funding, etc. 

2.4.1. Total Population and Geographic Share. 


Enoch Mgijima Municipality will commence with a total population of 245 975 people. This will 
represent about 3.9% of the total population in the Eastern Cape Province. 

Total population 

300000 

250000 

200000 

150000 Bam 

100000 Bam 

50000 


u 

Lukhanji 

Tsolwana 

Inkwanca 

Enoch Mgijima Local 
Municipality 

□ Total population 

190723 

33281 

21971 

245975 


Source: Statistics South Africa, 2011 Census. 


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2.4.2. Population by Gender. 


Enoch Mgijima Municipality's population will be predominantly female dominated at 51% with 
males constituting 49% of the population. 



The female population will be slightly higher by 2% compared to the male population. 


2.4.3. Population by Race. 


The graphic below suggests that Enoch Mgijima Municipality will have Black African dominated 
population at 91%, followed by a Coloured population at 5%. 


Population by Race 



1 

Other 

0% 

■ White 

4% 

■ Indian/Asian 

0% 

■ Coloured 

5% 

■ Black African 

91% 


Source: Statistics South Africa, 2011 Census. 


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The White population group will constitute 4 % whilst the rest of other populations will 
constitute a combined 1%. 

2.4.4. Population by Age. 


The following population pyramid suggests that the population of Enoch Mgijima Municipality 
has a predominantly young and youthful population. 


85+ yrs. 
75-79 yrs. 
70-74 yrs. 
65-69 yrs. 
60-64 yrs. 
55-59 yrs. 
50-54 yrs. 
45-49 yrs. 
40-44 yrs. 
35-39 yrs. 
30-34 yrs. 
25-29 yrs 
20-24 yrs 
15-19 yrs. 
10-14 yrs. 
5-9 yrs. 
0-4 yrs. 


Age 


10 8 



16 4 2 0 2 4 6 


Percent 


Source: Statistics South Africa, 2011 Census. 


8 


The highest population concentration is between ages 0-4 years, followed by 5-9 years, 15-19 
years respectively for both males and females. The high child to teen population indicates an 
expansive profile which is characterized by high teenage pregnancies. The implication to Enoch 
Mgijima Municipality is that there is an expanding working age population with potential 
problems for housing, education and job creation. 


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2.5. POPULATION BY LEVELS OF EDUCATION 


The number of people with no schooling at all, thus cannot read or write is about 3% of the 
combined population. 


Level of Education 


7% 8% 



No Schooling 

Some Primary 

Completed 

Primary 

Some Secondary 

Completed 

Secondary 

Higher Education 

Series5 

3% 

48% 

7% 

32% 

8% 

1% 


Source: Statistics South Africa, 2011 Census. 


Those with elementary education ("Completed primary education") is equivalent to 7% of the 
combined population. 

2.5.1. Proportion of Illiterate People. 


The following graph summarises the number of illiterate people that will be inherited by Enoch 
Mgijima Municipality: - 


Illiteracy Rate 


44000 

43900 

43800 

43700 

43600 

43500 

43400 

43300 

43200 

43100 

43000 



2011 2012 2013 2014 


■ Enoch Mgijima LM 43898 43390 43301 

43469 



Source: Statistics South Africa, 2011 Census. 


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The biggest proportion of illiterate people comes from the Queenstown/Whittlesea and 
surrounding areas, due to its population size, relative to Tarkastad/Hofmeyer and surrounding 
areas and Molteno/Sterkstroom and surrounding areas. 

This dataset poses a couple of socioeconomic challenges to Enoch Mgijima Municipality and will 
require a concerted effort, working hand-in-hand with its (Enoch Mgijima Municipality) and its 
social partners. The following is a summary of such socioeconomic challenges:- 

a) Illiteracy rate, if not reduced amongst adults within Enoch Mgijima Municipality will 
reproduce similar socioeconomic vulnerabilities amongst children. 

b) It will pose various obstacles such as social insertion for both adults and children and shall 
result in social ills such as high disease rates, high healthcare costs, difficulties in finding 
employment, etc, if not dealt with. 

c) From an economic perspective, illiteracy rate will have a significant impact on household 
income and will result in increased poverty and social grant dependency. 

2.5.2. Proportion of Literate People. 


Similar patterns can be observed on literacy rate amongst the three municipal areas as 
illustrated in the following graphic:- 


Literacy Rate 


143000 

142000 

141000 

140000 

139000 

138000 

137000 






136000 

2011 

2012 

2013 

2014 

■ Enoch Mgijima LM 

138239 

139889 

141066 

142188 


Source: Statistics South Africa, 2011 Census. 


The high rate of literacy amongst the people of Enoch Mgijima LM is a factor of population and 
social dynamics. Those who are more literate than others will stand a better chance of 
competing for resources and opportunities, such as employment opportunities than those who 
are less literate. 


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5.7. HOUSEHOLD INCOME AND POVERTY 


5.7.1. Employment. 


About 28% of the combined population is employed, whilst 16% id unemployed. 47% is not 
actively involved in any job search, they either have lost hope and/or are unemployable. 

Employment Status 

50% 

45% 

40% 

35% 

30% 

25% 

20% 

15% 

10% 

5% 

0% 

Source: Statistics South Africa, 2011 Census. 



About 47% of the combined population is not either not involved and/or not involved in any 
income generating act ivies and are classified as "Not economically active". 

Thus the combination of the non-economically active population, the unemployed and the 
discouraged work seekers, ("a total of 72% of the combined population") relies on only 28% of 
the combined population, which is economically active. 


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5.7.2. Average Household Income. 


About 14% of the households has no income and is thus "Ultra Poor". These households either 
depend on social grants or hand-outs for daily survival. 


30% 


Household Income 


25% 


20% 


15% 


10% 



Source: Statistics South Africa, 2011 Census. 


A combined 65% of the households earn between R1.00 to R38, 200.00 per annum and are thus 
regarded as low income earners. These are households whose income earners ("Sometimes 
referred to as the Working Poor") earn income from basic to elementary jobs and are in the 
income category that cannot stimulate demand. 

The high-income earners, being those who earn between R307, 601.00 to R2, 457,601.00 per 
annum constitute only 3% of the combined population. 


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5.7.3. Share of People Leave below Food Poverty Line. 


Enoch Mgijima Municipality will have an average share of its population living below food 


poverty line at 27%. 


Share of people living below food poverty line 



12 3 4 


■ Tsolwana 

28.8% 

28.4% 

28.1% 

28.1% 

■ Inkwanca 

24.9% 

24.8% 

24.8% 

24.9% 

■ Lukanji 

25.8% 

25.9% 

26.0% 

26.5% 

■ Enoch Mgijima LM Municipality 

26% 

26% 

26% 

27% 


Source: Statistics South Africa, 2011 Census. 


This represent the portion of the population whose income, either from employment or social 
grant is only enough to enable them to buy food and thus cannot afford to pay for other social 
amenities. 

The biggest proportion will come from Tarkastad/Hofmeyer and surrounding areas municipal 
area, followed by Lukhanji and Molteno/Sterkstroom and surrounding areas. 


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5.8. ECONOMIC DEVELOPMENT AND EMPLOYMENT 


5.8.1. Number of People in Formal Employment. 


The following graphic summarises the number of people who are formal employment or in the 
government sector at Enoch Mgijima Municipality, being a combination of people in full-time 
employment from Queenstown/Whittleasea and surrounding areas, Tarkastad/Hofmeyer and 
surrounding areas and Molteno/Sterkstroom and surrounding areas respectively: - 


People Living Below Poverty Line 


12000 

10000 

8000 

6000 

4000 

2000 

0 



Molteno/Sterkstroom Queenstown/Whittlesea Tarkastad/Hofmeyer 


Source: Statistics South Africa, 2011 Census. 


The combination of the three datasets indicates that a total of 17,023 people are in full-time 
employment or in the government sector. This therefore suggests that only 6.9% of the ENOCH 
MGIJIMA LM population is in government employment. 


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5.8.2. Number of People in Informal Employment. 


The following graphic summarises the number of people who are in self-employment or 
informal employment at Enoch Mgijima Municipality, being a combination of people in full-time 
employment from Queenstown/Whittlesea and surrounding areas, Tarkastad/Hofmeyer and 
surrounding areas and Molteno/Sterkstroom and surrounding areas respectively:- 


People in informal employment 




38671 


40437 





























i 

■ Inkwanca LM ■ Lukhanji Municipality Tsolwana LM ■ Enoch Mgijima LM 


Source: Statistics South Africa, 2011 Census. 


The combination of the three datasets indicates that a total of 40,437 people are in private 
sector or informal employment. This therefore suggests that only 16.44% of the Enoch Mgijima 
LM population is in private sector employment. 


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5.8.3. Total Employment. 


The following graphic summarises the number of people who are in formal employment and 
informal employment at Enoch Mgijima Municipality, being a combination of people in formal 
employment and informal employment from Queenstown/Whittleasea and surrounding areas, 
Tarkastad/Hofmeyer and surrounding areas and Molteno/Sterkstroom and surrounding areas 
respectively: - 


70000 
60000 
50000 
40000 
30000 
20000 
10000 
0 

■ Inkwanca LM ■ Lukhanji Municipality ■TsolwanaLM ■ Enoch Mgijima LM 



Source: Statistics South Africa, 2011 Census. 


The combination of the three datasets indicates that a total of 57,460 people are in full-time 
employment. This therefore suggests that only 23 . 36 % of the Enoch Mgijima LM population is 
in full-time employment. 


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5.8.4. Economically Active Population. 


The following graphic summarises the number of people who economically active at Enoch 
Mgijima Municipality, being a combination of people in self-employment employment 
("entrepreneurs") and people who are currently seeking employment from 
Queenstown/Whittleasea and surrounding areas, Tarkastad/Hofmeyer and surrounding areas 
and Molteno/Sterkstroom and surrounding areas respectively:- 


Economically Active Population 




Inkwanca LM 

Lukhanji Municipality 

Tsolwana LM 

Enoch Mgijima LM 

— — Seriesl 

5155 

63488 

8003 

76646 


Source: Statistics South Africa, 2011 Census. 


The combination of the three datasets indicates that a total of 76,646 people are economically 
active. This therefore suggests that only 31.16% of the Enoch Mgijima LM population is 
economically active. 


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5.9. DEVELOPMENT INDICATORS 


5.9.1. Human Development Index. 

The following graphic summarises the Human Development Index at Enoch Mgijima 
Municipality:- 


Human Development Index, Source: ECSECC 2015 


0.50 


0.48 


0.46 


0.44 


0.42 


0.40 


0.38 

Lukhanji Municipality 

Source: Statistics South Africa, 2011 Census. 


Tsolwana LM 


Inkwanca LM 


The HDI attempts to rank the population development on a scale of Zero (0) (lowest human 
development) to 1.0 (highest human development) based on the following human development 
goals; 

■ Longevity as measured by life expectancy at birth; 

■ Knowledge as measured by a weighted average of adult literacy and means of schooling; 

■ Standard of living as measured by real gross per capita gross domestic product. 

The more the HDI is close to l(one), the better is the human development in the area. 

The population of Inkwanca is the most under-developed, followed by the Tarkastad/Hofmeyer 
and surrounding areas population, with Lukhanji population being the least under-developed. 


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5.9.2. Tress Index. 


The following graphic summarises the Tress Index at Enoch Mgijima Municipality, being a 
combination of indices from Queenstown/Whittleasea and surrounding areas, 
Tarkastad/Hofmeyer and surrounding areas and Molteno/Sterkstroom and surrounding areas 
respectively:- 


Tress Index for 10 sectors 

70 

60 


50 


40 

30 
20 

10 
0 

Inkwanca LM Lukhanji Municipality Tsolwana LM Enoch Mgijima LM 

Source: Statistics South Africa, 2011 Census. 

Tress index is a useful indicator of progress and depth scale in an economy. The Tress index 
indicates the level of concentration or diversification in an economy. It is estimated by ranking 
the ten sectors according to their contributions to GVA or employment, adding the values 
cumulatively and indexing them. 

A tress index of zero (0) represents a totally diversified economy, while a number closer to 100 
indicates a high level of concentration. 

Enoch Mgijima Municipality's economy is relatively poorly diversified when compared to that of 
the Chris Hani region. The tress index for Enoch Mgijima Municipality is 54.97 while that of Chris 
Hani is currently at 65.12. 








59.8 



57.00 



54.97 



48.1 



























































5.10. ECONOMIC STRUCTURE 


5.10.1. Gross Value Add. 


The performance of Enoch Mgijima Municipality's economic system in terms of, factors such as 
production activity, can be measured by its gross value add (GVA). We considered the GVA at 
constant prices as a more accurate measure of short term movements in the Enoch Mgijima 


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Municipality's economy because it excludes taxes on production and enables us to give an 
industry specific valuation by looking at current outputs in the prices applicable in a given base 
year. 

The following is a graphical illustration the municipal Gross Value Add over a period of three 
years; 

700 
600 
500 
400 
300 
200 
100 
0 

■ Primary sector 

■ Secondary sector 

Source: Statistics South Africa, 2011 Census. 


Gross Value Add 



2011 

2012 

2013 

95 

97 

98 

653 

653 

649 


The higher Gross Value Add the secondary sector at 649, compared to the very low gross value 
at for the primary sector implies that Enoch Mgijima Municipality has a high level of 
consumption and a low level of production. 

This confirms a widespread argument that suggests the South African economy is a 
consumption based economy. Thus from the economic point of view, Enoch Mgijima 
Municipality will have to introduce economic programmes and implement economic activities 
that are elastic to gross value add. 


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5.10.2. GDP Contribution. 

The following graphic summarises the Gross Domestic at Enoch Mgijima Municipality, using 
2011 Constant Prices, being a combination of GDP contributions from Queenstown/Whittleasea 
and surrounding areas, Tarkastad/Hofmeyer and surrounding areas and Molteno/Sterkstroom 
and surrounding areas respectively as measured by Statistics SA:- 

Contribution to Regional GDP in 2011 

6000 

5000 

4000 

3000 

2000 

1000 



Inkwanca LM 

Lukhanji Municipality 

Tsolwana LM 

Enoch Mgijima LM 

m 

259 

4451 

362 

5072 


Source: Statistics South Africa, 2011 Census. 


Using the Gross domestic product (GDP), we measure the monetary value of all the finished 
goods and services produced within Enoch Mgijima Municipality, using 2011 Constant Prices. 
The GDP contribution of Enoch Mgijima Municipality to Chris Hani DM's GDP was at R5, 072 
Million, using numbers from Lukhanji, Tarkastad/Hofmeyer and surrounding areas and Former 
Inkwanca LM. 


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5.11. ACCESS TO SERVICES 


5.11.1. Access to water 


The following graphic summarises access to water by households at Enoch Mgijima Municipality, 
being a combination of statistics from Queenstown/Whittleasea and surrounding areas, 
Tarkastad/Hofmeyer and surrounding areas and Molteno/Sterkstroom and surrounding areas 
respectively: - 


Access to water 


35 000 
30 000 
25 000 
20 000 
15 000 
10 000 
5 000 




, O' ,0' 


rS'' rS-' 




JS' 


^ 

.(S' 



■ 2011 ■ 2012 ■ 2013 ■ 2014 


Source: Statistics South Africa, 2011 Census. 


The graphic suggest that 44.8% of households has access to piped water inside their dwellings in 
2014, whilst 29% had access to water inside their yards in the same period. During the same 
period, 6.4% of the households had access to water on community stand, through the 
government water supply scheme. Thus a total number of households' equivalent to 80.2% of 
the total households has access to water whilst the backlog can be estimated at 19.8% of the 
surveyed households. 


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5.11.2. Access to sanitation services 


The following graphic summarises access to sanitation by households at Enoch Mgijima 
Municipality:- 


Access to sanitation 


50 000 
45 000 
40 000 
35 000 
30 000 
25 000 
20 000 
15 000 
10 000 
5 000 


Li ll i ll i ll i 



2011 

2012 

2013 

2014 

■ Flush or chemical toilet 

42 057 

42 621 

43 232 

43 885 

■ Pit latrine 

15 835 

16 060 

16 300 

16 557 

■ Bucket latrine 

931 

944 

958 

974 

■ None of the above 

7 778 

7 891 

8 008 

8 136 


Source: Statistics South Africa, 2011 Census. 


The graphic suggest that 66.85% of households has access to flush or chemical toilets inside 
their dwellings in 2014, whilst 24.75% had access to pit latrines inside their yards in the same 
period. Thus a total number of households' equivalent to 91.6% of the total households has 
access to sanitation facilities whilst the backlog can be estimated at 8.4% of the surveyed 
households 


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5.11.3. Refuse Removal 


The following graphic summarises access to refuse removal by households at Enoch Mgijima 
Municipality: - 


Refuse removal 


45 000 
40 000 
35 000 
30 000 
25 000 
20 000 
15 000 
10 000 
5 000 





Unspecified / 
other 

Removed by 
local authority at 
least once a 

week 

Removed by 
local authority 
less often 

Communal 
refuse dump 

Own refuse 
dump 

No rubbish 
disposal 

■ 2011 

1343 

36 989 

679 

508 

24 310 

2 781 

■ 2012 

1362 

37 498 

687 

515 

24 640 

2 822 

■ 2013 

1 382 

38 054 

696 

523 

24 989 

2 865 

■ 2014 

1 404 

38 643 

706 

531 

25 366 

2 912 


Source: Statistics South Africa, 2011 Census. 


The above indicates household access to refuse removal services by type in 2014. From the 
graphic provided below, it is worth noting that whilst access to "Refuse removal by local 
authority once a week" and "Refuse removal by local authority less often" should be 
understood as an indication of refuse removal services provided by the local authority, the rest 
of the households had different ways of collecting and disposing off their refuse. 

In 2014, the three local authorities, were providing billable refuse removal services to 58.6% of 
the households and businesses once a week and this number becomes a baseline for Enoch 
Mgijima Municipality. 

In the same period, the three local authorities, were providing billable refuse removal services 
to 58.6% of the households and businesses once a week and this number becomes a baseline 
for Enoch Mgijima Municipality. 

The implication to Enoch Mgijima Municipality is the efficiency and effectiveness of collecting 
refuse, particularly in its urban nodes as this will ensure health and hygiene as well as 
aesthetical attractiveness of those nodes. 


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5.12. ACCES TO SOCIAL AND COMMUNITY SERVICES 


5.12.1. Fire and Rescue Services. 


There is a functional firefighting service with personnel and equipment located in Queenstown. 
The towns of Tarkastad, Hofmeyer, Molteno and Sterkstroom as well as their immediate 
surrounding areas do not have Fire and Rescue Services and they rely on the assistance provided 
by the Chris Hani Disaster Centre. 

A lot of veld fires are experienced by immediate surrounding areas of Tarkastad, Hofmeyer, 
Molteno and Sterkstroom especially towards the end of winter season. This hits heavily on 
Farmers as they lose a lot of stock. They have grouped themselves to try and fight the fires but 
this is not enough. They lack equipment to deal with this challenge. With funds permitting the 
Municipality should consider purchasing Fire Fighter Vehicles for the towns mentioned above. 

5.12.2. Traffic Law Enforcement. 


There is a functional Traffic Department with personnel and equipment located in Queenstown. 
It provides numerous traffic management services varying from vehicle registrations and 
deregistration's, issuing of learners and driver's licences and well as a traffic testing station. The 
towns of Tarkastad and Molteno have very small traffic departments, offering limited services 
with limited staff. 

5.12.3. Disaster Management. 


Disaster management services are provided by Chris Hani District Municipality on behalf of all 
three municipalities. There is a dedicated Disaster Management Centre at CHDM with 
personnel dedicated for each of the three municipalities. 

5.12.4. Health. 


Primary health is a competence of the Provincial Department of Health. HIV/Aids is a public 
health concern that the municipality should to at least monitor and proactively contribute to the 
reduction of the impact and the spread of HIV/Aids among its communities. An estimated 10% 
of population has contracted HIV while another 1% suffers from full blown Aids (Global Insight 
2008). 

Queenstown and Mlungisi Township has various clinics under its jurisdiction. Rural areas 
surrounding Queenstown and Whittlesea, Ezibeleni as well as the residents of Tarkastad, 


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Hofmeyer, Molteno and Sterkstroom and their surrounding areas make use of clinics provided 
by the Eastern Cape Department of Health. 

5.12.5. Solid Waste. 


The South African Constitution (Act 108 of 1996) states that the people of South Africa have the 
right to an environment that is not detrimental to human health, and imposes a duty on the 
state to promulgate and to implement policies to ensure that this right is upheld. All 
departments of state or administration in national, provincial or local levels of government have 
similar obligations. The three municipalities collect waste according varying waste collection 
schedules. Waste is then deposited in the respective waste collection centres located just 
outside the urban nodes of Queenstown, Tarkastad, Molteno and Sterkstroom. 

6. SOCIAL AMMENITIES AND CRITICAL INFRASTRUCTURE 


6.1. Education Facilities. 


Academic institutions in the district include a satellite campus of the Walter Sisulu 
University which is based in Queenstown and Whittlesea. There is TVET College in the 
form of Ikhala TVET College based in Queenstown and Ezibeleni. 

The municipality is also endowed with a number of good primary and secondary schools 
as well as pre-primary schools. 


Tertiary Institutions & TVET Colleges 

Tertiary/FET 

Institution 

Location 

Academic Offerings. 

wsu 

Queenstown 

Commence & Public Administration 

Ikhala TVET College 

Queenstown 

Further education and training. 


The primary challenges facing the tertiary institutions, many of which are historically 
disadvantaged institutions, include, but not limited to the following: 

a) Curriculum transformation through diversification and upgrading of course 
offerings; 

b) Funding constraints; 

c) Improvement of standards. 

d) Institutional transformation and the integration of multiple institutions; 

e) Question of access and equity; 


Factors which fuel these challenges include income levels of poor households, bursary 
access and the transformation of secondary education. Poor secondary education 
standards and language challenges also impact on the institutions. 


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6.2. Healthcare Facilities. 


The Eastern Cape Department of Health owns and operates Category B and C hospitals 
(Government Hospitals) almost in each magisterial district ("Urban Node") in Chris Hani 
District. In addition to this, there are clinics and mobile healthcare centres in most rural 
nodes of the region. The work of the Health Department is complemented by the 
Community Health Workers who are trained in primary care under the Department of 
Social Development. 


The following graph depicts a number of clinics available within Enoch Mgijima 
Municipality; 


Number of Clinics by LSA, Source: ECDoH 


40 

35 

30 

25 

20 

15 

10 

5 

0 



Lukhanji LSA 


Tsowana LSA 


Inkwanca LSA 


The following graph depicts a number of hospitals available within Enoch Mgijima 
Municipality; 



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Note: The number of clinics within Tarkastad/Hofmeyer and surrounding areas and 
Molteno/Sterkstroom and surrounding areas still has to be determined. 

6.3. Facilities for Safety & Security. 


# 

Police Stations 

# 

Courts 

1 

Bridge Camp 

1 

Queenstown 

2 

Ezibeleni 

2 

Whittlesea 

3 

Hinge 

3 

Ezibeleni 

4 

Kolomane 

4 

Molteno. 

5 

Queenstown 

5 

Sterkstroom. 

6 

Tylden 

6 

Tarkastad. 

7 

Whittlesea 

7 

Hofmeyer. 

8 

Klein Bulhoek 



9 

Mlungisi 



10 

Molteno 



11 

Sterkstroom 



12 

Tarkastad 



13 

Hofmeyer. 




6.4. Other Critical Infrastructure. 


Other transport infrastructure close to the Queenstown node of Enoch Mgijima 
Municipality is summarized in the following paragraphs; 

6.4.1. Access to Railroad Infrastructure. 


The rail road infrastructure connection runs parallel to the N6 from Johannesburg via 
Bloemfontein, Aliwal North, Queenstown, Carthcart, Stutterheim (Amabele Station) to 
East London. The Eastern Cape Department of Roads and Transport has launched a Kei 
Rail Project which will facilitate the movement of people and goods from Amabele 
Station, the surrounding sidings to East London. 

6.4.2. Access to Commercial Airports. 


The towns of Queenstown is located less than 250km from East London Airport. A 
possibility exists that an aerodrome will be established in the future from the 
Queenstown Military Airstrip. 


6.4.3. Access to Ports. 

There are two fully developed ports close enough to all the Queenstown node of the 
Enoch Mgijima Municipality. The ports are based in Port Elizabeth with the Port of 


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Ngqurha and East London with the Port of East London. The two ports are vertically and 
horizontally integrated with fully developed industrial development zones ("IDZ") in the 
form of Coega IDZ in Port Elizabeth and East London IDZ in East London. 

7. MUNICIPAL SITUATIONAL ANALYSIS 


The situational analysis is an outcome of an identification and analysis of both internal 
and external factors affecting the municipality. This report shall be an input into the 
planning process of Enoch Mgijima Municipality. This section has been organised into 
two sections being the following: - 

a) PEST Analysis and; 

b) SWOT Analysis. 

7.1. PEST ANALYSIS 


Summarized in the following paragraphs: - 


7.1. Political Issues facing Enoch Mgijima Municipality. 


Summarised in the following table: - 


Political Factors 

# 

Key political issues affecting Enoch Mgijima Municipality 

1.00 

Political party driven protests on aspects of service delivery 

2.00 

Political party driven protests on issues of good governance. 


7.2. Economic Challenges facing Enoch Mgijima Municipality. 


Summarised in the following table: - 


Economic Factors 

# 

Key economic issues facing Enoch Mgijima Municipality 

1.00 

Poor economic growth rate at 0.48% ("lower than the National Average of 2.5%") which 
limits real economic development, enterprise growth and job creation 

2.00 

Economically active population at about 31%, which is below 50% of the combined 
population 

3.00 

Gross value add for primary sector which is far below the same for the secondary sector. 


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4.00 

Investment not congruent to GDP. 

5.00 

Combined GDP does not support the combined population and vice versa. 

6.00 

The economy is vulnerable and are highly dependent on imports ("both local and 
international ") 

7.00 

High levels of unemployment as a result of poor economic performance 

8.00 

Economic base not stable as a result of its high dependence on the secondary sectors. 


7.3. Social Challenges facing Enoch Mgijima Municipality. 


Summarised in the following table:- 


Social Factors 

1.00 

High rate of unemployment with 38% of the combined population being unemployed or seeking 

employment 

2.00 

High rate of youth unemployment with 47% of the unemployed population being young people 

3.00 

Approximately 14% of the combined households are ultra-poor 

4.00 

Approximately 27% of the combined households are living below the poverty line 

5.00 

High level of inequality within the combined population as evidenced by the Tress Index 

6.00 

High rate of teenage pregnancy as evidenced by the high population dependency ratio 

7.00 

High prevalence of communicable diseases especially amongst the poor and the economically 

inactive. 

8.00 

Service delivery backlogs on social amenities such as water and sanitation services 


7.4. Technological Challenges facing Enoch Mgijima Municipality. 


Summarised in the following table:- 


Technological Factors 

# 

Key issues facing Enoch Mgijima Municipality 

1.00 

Internet connectivity and telecommunication very poor in areas such as Molteno and 

Sterkstroom. 

2.00 

Lack of notable technology development and transfer initiatives 

3.00 

Lack of technology driven initiatives for social upliftment. 


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4.00 

Lack of broadband infrastructure 

5.00 

Lack of adequate technology for infrastructure and agricultural development. 


8. SERVICE DELIVERY ANALYSIS. 


The service delivery analysis has been undertaken based on performance on the following KPA's 
for the past five (5) years: - 


National KPA's 

KPA 1 

Good Governance and Public Participation 

KPA 2 

Municipal Transformation and Organisational Development 

KPA 3 

Basic Service Delivery 

KPA 4 

Municipal Financial Viability and Management 

KPA 5 

Local Economic Development (LED); 


The analysis of the KPA's is summarised in the following paragraphs: - 

8.1. KPA 1: GOOD GOVERNANCE AND PUBLIC PARTICIPATION. 


Responsible Directorate: Office of the MUNICIPAL MANAGER. 

The following key issues are summarised under this key performance area: - 

a) Introduction. 

b) Powers and functions; 

c) Public participation. 

d) Governance structures. 

e) Employment equity; 

f) Organizational design; 

g) Labour relations; 

h) Training and development. 

8.1.1. Introduction. 


The achievement of the municipal strategies depends on the effectiveness of governance 
structure and processes. This is also realized through the existing cordial and productive 
relationship between the administration, political structures and political office bearers of 
Council. 


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8.1.2. Municipal Powers and Functions. 


A municipality has the functions and powers assigned to it in terms of sections 156 and 229 of 
the Constitution. These functions and powers are divided between the District municipality 
and the local municipalities established within its area of jurisdiction. Section 84(a) to (p) of the 
Structures Act defines the functions and the powers that are assigned to District Municipalities. 

The Minister may authorize (under certain circumstances) a local municipality to perform a 
district function and power and the Member of the Executive Council for local government may 
(under certain circumstances) adjust specified functions and powers between the district and a 
local municipality in its area. 

8.1.3. Powers and Functions of Enoch Mgijima LM. 


The Constitution outlines the objectives of local government as follows: 

a) To promote democratic and accountable government for local communities 

b) To ensure the provision of services to communities in a sustainable manner 

c) To promote social and economic development 

d) To promote a safe and healthy environment and 

e) To encourage the involvement of communities and community organizations in the matters 
of local government. 


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Below is a table of the Powers and Functions distributed between CHDM and EMLM as authorized: - 

Table 4: Division of Powers and functions between CHDM and EMLM 



Services 

CHDM 

powers 

EMLM 

powers 

EMLM Status Quo 

Part B of Schedule 4 of the Constitution 

of RSA 

Air Pollution 

No 

Yes 

No 

Building regulation 

No 

Yes 

Yes 

Child care facilities 

No 

Yes 

Yes 

Electricity and gas reticulation 

Yes 

No 

No (Eskom) 

Fire fighting 

Yes 

Yes 

No 

Local Tourism 

Yes 

Yes 

Yes (Resolve w/ 

CHDM) 

Municipal Airports 

Yes 

Yes 

No 

Municipal Health 

Yes 

Yes 

No SLA 

Municipal planning 

Yes 

Yes 

Yes 

Municipal Public Works 

Yes 

Yes 

Yes 

Pontoons and Ferries 

No 

Yes 

Yes 

Municipal public transport 

Yes 

Yes 

Yes (only Infra. 

Provision) 

Sanitation 

Yes 

No 

No 

Storm water 

No 

Yes 

Yes 

Trading regulation 

No 

Yes 

Yes 

Water 

Yes 

No 

No 

Part B of Schedule 5 of the Constitution 

of RSA 

Beaches & amusement facilities 

No 

Yes 

No 

Billboards & advertisements 

No 

Yes 

Yes 

Cemeteries, parlours & crematoria 

No 

Yes 

Yes 

Cleansing 

No 

Yes 

Yes 

Control of public nuisance 

No 

Yes 

Yes 

Control of undertakings that sell liquor 

No 

Yes 

Yes 


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Services 

CHDM 

powers 

EMLM 

powers 

EMLM Status Quo 


Facilities for accommodation, care & burial 
of animals 

No 

Yes 

Yes 

Fences & Fencing 

No 

Yes 

Yes 

Licensing and controlling of undertakings that 
sell food to the public 

No 

Yes 

Yes 

Licensing of dogs 

No 

Yes 

No 

Local amenities 

No 

Yes 

Yes 

Local Sports facilities 

Yes 

Yes 

Yes 

Markets 

Yes 

Yes 

Yes 

Municipal abattoirs 

Yes 

Yes 

No 

Municipal parks & recreational facilities 

No 

Yes 

Yes 

Municipal roads 

Yes 

Yes 

Yes 

Noise pollution 

No 

Yes 

Yes 

Pounds 

No 

Yes 

Yes 

Public places 

No 

Yes 

Yes 

Refuse removal dumps & solid waste disposal 

Yes 

Yes 

Yes 

Street lighting 

No 

Yes 

Yes 

Street trading 

No 

Yes 

Yes 

Traffic and parking 

No 

Yes 

Yes 

From Section 84(1) of Municipal 
Structures Act of 1998 

Receipt, distribution and allocation of grants 

Yes 

No 

No 

Imposition and collection of taxes, levies, and 
duties 

Yes 

No 

Yes 


The above table illustrates the powers and functions that EMLM is authorised to perform (in the second column) against the functions and 
responsibilities actually performed (in the third column) the last column present a status quo, the CHDM functional responsibilities are 
shown in first column. 


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8.1.4. Public Participation. 


The Constitution stipulates that one of the objectives of municipalities is "to encourage the 
involvement of communities and community organizations in the matters of local government". 

The White Paper Local Government (WPLG) emphasises the issue of public participation (not 
only in municipal planning). It provides details on how to achieve public participation and the 
role of local government in the involvement of citizens in policy formulation and designing of 
municipal programmes, as well as implementation and monitoring and evaluation of such 
programmes. Public participation is meant to promote local democracy. 

Public participation in ENOCH MGIJIMA LM is guided by the Public Participation Policy and 
strategy that was adopted by Council. 


8. 1.4.1. Intergovernmental Relations. 


The municipality participates in the following intergovernmental relations structures: - 

a) LAC 

b) LCF 

c) PPF 

d) IGR 

e) Rep Forum 

f) DIMAFU 

g) DCF 

h) CFO's forum. 

i) MUNIMEC. 

8. 1.4. 2. Ward Committees. 

Following the re-demarcation process conducted by the Demarcation Board during the previous 
term, EMLM saw its Ward composition totalling 34 Wards. Each Ward has representation often 
committee members of which the Ward Councillor acts as Chairperson at meetings and is 
responsible for holding meetings within their respective Wards. 

Every Ward Committee within Enoch Mgijima LM Municipal Area is considered functional and 
active. Ward Councillors regularly furnish reports on meetings and service delivery progress to 
the Speaker's Office to keep the municipality informed and ensures accountability. Ward 
committes are functioning well and contributing to governance. All community engagements 
are channelled through ward councillors and ward committees. 


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8. 1.4. 3. Community Development Workers. 


CDWs within EMLM are the foot-soldiers for service delivery and accountable governance. 
Based within the Local Municipality's LMs 34 wards, these workers compile monthly reports for 
submission to the Speaker's Office and to the Department of Local Government and Traditional 
Affairs detailing the conditions on the ground. 

In the previously amalgamated municipalities, CDWs played an instrumental role in the 
identification of service delivery shortcomings and assisted in ensuring a number of 
interventions were carried out to address these issues. They also played a prominent role in 
publicising and mobilising residents to target part in government sector gatherings and 
meetings. 


8.1.5. Municipal Governance Structures. 


In terms of the Section 155 (1) of the South African Constitution, Enoch Mgijima LM is a 
Category B municipality with the Mayoral Executive System with a Ward Participatory Process. 

The Mayoral Executive System allows for the exercise of executive authority through an 
executive mayor in whom the executive leadership of the municipality is vested and who is 
assisted by the Mayoral Committee. 

The municipality is made up of, and is governed through the following structures: - 

8.1.6. Municipal Council. 


The Local Government Elections of August 2016 saw the African National Congress (ANC) 
gaining control of the Enoch Mgijima LM Municipal Council. Thirty-Four Councillors were elected 
to represent their Wards while another Thirty Four were elected from a Proportional 
Representation ballot, bringing the Municipal Council to 42 in total. 

Within the Municipal Council, Councillors elected from the Proportional Representation list 
make-up the Executive Committee of Municipality and hold various portfolio positions to which 
they apply political leadership and guidance towards the delivery of services to the citizens of 
EMLM. 

8.1.7. Traditional Leaders. 


Traditional leaders participate in all council processes but do not vote on council decisions as 
they are not an elected structure. 


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8.1.8. Performance Management 


The IDP 2017/2022 includes Performance Management System (PMS) requirements applicable 
to EMLM. These are derived from legislation relevant to the local municipality and with 
consideration of the service level outputs prioritised annually by the municipality. 

In this chapter, the current EMLM PMS is assessed. A framework for the development of a 
comprehensive PMS is consequently included, which covers issues such as: roles of 
stakeholders, performance indicators, performance targets, publishing of performance reports 
and the PMS in relation to the IDP. 

A first draft of the performance information component of the Service Delivery Budget 
Implementation Plan (SDBIP) is also provided as these service delivery targets broken down over 
four quarters provide the basis for Section 57 Performance Agreements, as per the MSA. 

8.1.9. Risk Management 


Risk Management is one of the key pillars for good governance practices; and it's a continuous 
process that enables constant improvements in strategy design and strategy implementation as 
well as an organization's systems and operations. 

The effective management of risk is prioritised to ensure that business risks across the 
organisation are identified and managed on an on-going basis for the achievement of the 
municipality is vision to become the leading community driven municipality in the provision of 
sustainable services and developmental programmes. 

The following risk management structures and mechanisms will be put in place during 
2017/2018:- 

a) Anti-Fraud and Corruption Management 

b) Risk Matrix, within the policy 

c) Risk Management Policy, both the Framework and Policy 

d) Risk Register (Strategic & Operational) 

e) Risk Management Committee 

f) Incident Register 

8.1.10. Internal Audit. 


8.1.10.1. Legal Framework Governing Internal Auditing 


The Constitution of the Republic of South Africa, 1996 Section 152 (1) The objects of local government 
are:- 

1) to provide democratic and accountable government for local communities. 

2) Section 195(1) Public administration must be governed by democratic values 
including the following: 


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a) Efficient, Economic and Effective use of resources must be promoted. 

b) Public administration must be accountable. 

c) Transparency must be fostered by providing the public with timely, accessible and 
accurate information. 

Municipal Finance Management Act, 2003 Section 165 makes the following provisions: - 

(1) Each municipality and each municipality entity must have an internal audit unit, 

(2) The internal audit unit of a municipality must- 

a) Prepare risk based audit plan and internal audit program each financial year; 

b) Advise the accounting officer and report to the audit committee on the implementation of the 
internal audit plan and matters relating to Internal audit, internal controls, risk management and 
performance management. 

Municipal Systems Act, No. 32 of 2000 Section 45, states that the results of performance measurements in 
terms of S41 (1) (c) must be audited as part of the municipality's internal auditing processes. 

Municipal Planning and performance management Regulations of 2001, Para 14 (c) states that a 
municipality's internal auditors must:- 

i. On a continuous basis audit the performance measurement of the municipality; 

ii. Submit quarterly reports on their audits to the municipal manager and performance audit 
committee. 

The MFMA, Section 166(1) states that each municipality must have an audit committee. An audit 
committee is an independent advisory which must advise municipal council, political office bearers, 
accounting officer and management of the municipality, on matters relating to internal audit, internal 
financial control and risk management. 


8.1.10.2. Primary Functions of the Internal Auditing Unit. 


The primary objective of Internal Audit is to assist the Accounting Officer, Municipal Council and the Audit 
Committee in the effective discharge of their responsibilities. The purpose of IA is to provide 
independent, objective assurance and consulting service designed to add value and improve the 
municipalities operations. It helps the municipality accomplish its objectives by bringing a systematic, 
disciplined approach to evaluate and improve the effectiveness of risk management, control and 
governance processes. 

8. 1.9. 2. Critical Internal Auditing Role Players. 


a) Municipal Public Accounts Committee (MPAC) 

b) Audit Committee 

c) Auditor- General 

d) Provincial Treasury and CoGTA 

e) Management 

f) Council 


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g) Public 

8.1.10.3. Internal Auditing Policies. 


EMLM currently have the following policies and procedures: - 

a) Internal Audit Policy 

b) Internal Audit Charter 

c) Internal Audit Standards 


8.1.10.4. Internal Audit Staff Compliment. 


The unit operates with the following staff compliment: - 


# 

Personnel 

Number 


Acting Internal Audit Manager 

1 


Senior Internal Auditor 

2 


Internal Auditor 

2 


Internal Audit Clerk 

4 


Internal Audit Interns 

2 


8.1.10.5. Current Internal Audit Projects. 


a) Strategic and Operational Risk Assessment 

b) Development of Internal Audit Plan for 2016/17 Financial Year 

c) Review of Internal Audit Charter 

d) Review of Internal Audit Policy 

e) Development of Internal Audit Procedure Manual 

8.1.10.6. SWOT Analysis for Internal Audit Unit. 


Strengths. 

a) Functioning internal audit unit reporting to Audit Committee and the Council despite 
the challenges encountered 

b) Support of MP AC 

c) Audit Committee and Risk Management Committee in place. 

Weaknesses. 

a) Inadequate office space 

b) Non-Implementation of Internal Audit Recommendations 

c) Non- Submission of Requested Information 

d) Awareness of the Roles and Responsibilities of Internal Audit Function within the Institution 

e) Designated Car for Internal Audit Unit to Execute Internal Audit Functions 


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8.1.10.7. Municipal Public Accounts Committee (MPAC) 


8.1.10.7.1. Legislative Requirements for Municipal Public Accounts Committee 
(MPAC). 


The MPAC is a committee of the municipal council, appointed in accordance with section 79 of the 
Structures Act. 

The Council determine the functions of the committee and agree on the terms of reference as per SALGA, 
National Treasury and CoGTA for the committee. 

8.1.10.7.2. Purpose and Functions of Municipal Public Accounts Committee (MPAC). 


a) The main purpose of the MPAC is to exercise oversight on behalf of the council over the executive 
functionaries of council and to ensure the effective and efficient use of municipal resources. 

b) MPAC help to increase awareness of council and public on the financial and performance issues of 
the municipality. 

c) To perform any other functions assigned through a council resolution within its area of responsibility. 

8.1.10.7.3. Challenges Facing MPAC. 


Human Resources. 

No dedicated support staff members, however the current acting manager has been appointed with 
effect from June 2016 and an intern seconded through CHDM learnership programme. 

Systems. 

No special dedicated tools of trade, however the acting manager is using the tools obtained from the 
current position. The tools will be required once the support staff members are appointed i.e. 3 Laptops, 
3G cards. 


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8.1.10.7.4. Critical MPAC Role Players. 



8.1.10.7.5. Current Internal MPAC Projects. 


1) An annual work (2016/17 financial year) has been developed awaiting council approval detailing 
projects/activities that will be conducted by the committee. 

2) Amongst the projects are the following: 

a) Ensuring conclusion of performance agreements 

b) Review and interrogation of budget implementation in-year reports (Sec71,72,52d etc) 

c) Quarterly reviews and interrogation of performance reports 

d) Site inspections on selected service delivery projects 

8.1.10.8. SWOT Analysis for MPAC. 


Strenghts 

a) Functional MPAC through in year reporting. 


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b) visit of service delivery projects 

c) oversight on annual report 


Weaknesses 

a) Lack of dedicated support staff 

b) Non-completion of the 2015/16 approved work plan 

c) Lack of support/cooperation from executive functionaries 

d) Lack of conducive working environment - office space 

e) Lack of special dedicated vehicle to support in the execution of MPAC functions/activities. 


8. 1.9. 9. Special Programmes Unit (SPU) 


8. 1.9. 9.1. Legislative Requirements for SPU 


The SPU was established because of a realization that the psychological well-being of the rate payers is 
always urgent; hence target groups participation is of value. This is about the acknowledgement that 
every individual is different; whether in terms of age, gender or otherwise. 

The SPU seeks to implement policies derived from the following pieces of legislation: - 

a) Integrated National Disability Strategy 

b) Older Person Act no 13 of 2006 

c) Children's Act (Act 38 of 2005) 

d) National Youth Policy 2015 - 2020 

e) South African National Policy Framework for Women's Empowerment and Gender Equality 
2000 

f) The National Strategic Plan for HIV, STI and TB 2012 - 2020 

g) The National Sport and Recreation Act 110 of 1998 

h) Domestic Violence Act (Act 116 of 1998) 

i) Maintenance Act (Act 4 of 1998) 

j) Employment Equity Act (Act 55 of 1996) 

k) Basic Conditions of Employment Act (Act 75 of 1997) 

l) Skills Development Act (Act 97 of 1998) 

8. 1.9. 9. 2. Constitutional Mandate of the SPU 


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When the President announced the Ministry for Women, Children and People with Disabilities in May 
2009 and proclaimed the establishment of the department in July 2009, he emphasised the need for 
equity and access to development opportunities for the vulnerable groups in our society. 


8. 1.9. 9. 3. Functions of the SPU 

a) Strengthen good governance for the Special Programmes Unit to deliver on its mandate. 

b) Promote inter-sectoral collaboration through War Rooms. 

c) Promote, advocate and monitor women's empowerment and gender equality. 

d) Promote, advocate and monitor men's rights and responsibilities. 

e) Promote, advocate and monitor children's rights and responsibilities. 

f) Promote, advocate and monitor senior citizen's rights and responsibilities. 

g) Promote, advocate and monitor the youth's rights and responsibilities 

h) Promote, advocate and monitor the rights of people living with disabilities 

i) Promote, advocate and monitor the rights of people infected and affected with HIV/AIDS 

j) Promote, advocate and monitor community sport 

8. 1.9. 9.4. SPU Stakeholders and Role-players. 

a) All Government Departments 

b) NGOs 

c) Business Sector 

d) Traditional Leaders 

e) Traditional Healers 

f) Council of Churches 

8.1.9.9.5. Existing SPU Structures 

a) Youth Council Task Team 

b) Women Council Task Team 

c) Older Person Forum Task Team 

d) Disability Council Task Team 

e) Local AIDS Councils 


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8. 1.9. 9. 6. SPU Staff Compliment 

a) 2 X SPU Coordinators 

b) IX SPU Officer 

c) IX HIV/AIDS Officer 

d) IX SPU Intern 

8.1.9.9.7. SWOT Analysis for the SPU. 


Strengths 

• The Unit have dedicated and experienced staff 

Weaknesses 

• Staff need to be trained on Public Management as they are dealing with communities so that they 
are clear with the legislation. 


Challenges. 

a) Insufficient Budget 

b) Office Space 

c) Unavailability of Tools of Trade such as office space, furniture, laptops, printers, 3G cards, transport 
allowance 

d) Under staffing 

e) Non-functionality of our councils as they are unemployed and do not have taxi fares 


8.1.9.10. Legal Services Unit 


Performance objective 


To ensure council's compliance with legislation through provision of credible legal advice & opinion. 

Core Functions 


The directorate has the following responsibilities: 

1) Facilitation of the development of by-laws and policies. 

2) Development and maintenance of council's litigation register. 

3) Liaison with council attorneys on legal matters. 

4) Analyse and provide opinion on agreements entered into by the municipality and 
other parties. 

Applicable Legislation 


Constitution of The Republic of South Africa 108 Of 1996. 
Municipal Systems Act 


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Municipal Structures Act 
Municipal Finance Management Act 
Intergovernmental Relations Act 


8.1.9.10. SWOT ANALYSIS 


STRENGHTS 


1) More coordinated inter action between council and its attorney and advice and opinion 
received timeously 

WEAKNESSES 


1) Lack of or complete nonexistence office space for the department 

2) Department highly under staffed. 

3) Lack of inter action between other departments and legal service. 

OPPORTUNITIES 

1) Reduced litigations against the municipality where legal opinion is sought before 
undertaking actions with legal implications. 

THREATS 


a) Exposure to litigations and legal cost if department is not effectively utilized. 

8.1.9.11. CASE BACKLOG 


1 

Total number of cases in different courts 

23 

2 

Pending litigations 

3 

Total number of matters under litigation 

26 


8.1.9.12. Communication Unit 


Legislative Background 


Constitution of the Republic of South Africa 108 of 1996 Section 32, gives a right to everyone to access 
any information held by state. 

Municipal Systems Act 32 of 2000, as amended Chapter 4, which requires public participation of 
community members and stakeholders 


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Promotion of Access to Information Act no. 14 of 2000 which indicate how communities can access 
information 

Purpose 

a) To promote brand identity. 

b) To promote internal and external communication. 

c) Promote understanding of municipal policies and raise awareness of the achievements of 
municipality, future plans and programmes. 

d) Promote, encourage and sustain good working relations with all forms of media houses. 

e) To maintain community's well- being and communal spirits high 

f) Promotes transparent decision making 

g) Promotes extensive public Participation 

Status Quo 


8.1.9.13. POLICIES AND PROCEDURES 

a) Communication, Marketing and Branding Strategy (draft) 

b) Public Participation policy (draft) 

c) Protocol and Etiquette policy (draft) 

d) Promotion of access to information manual 


8.1.9.14. ISSUES OF STAFF CAPACITY (PERSONEL AVAILABLE) 

a) Communications Manager 

b) Communications Officer xl 

c) Communications Intern x 2 (1 vacant ) 


TOOLS OF TRADE 
Available 

a) Laptops 

b) Projector 

c) 3G cards x2 

d) Camera xl 

DESIRED 

a) Camera xl 

b) Branding Material 

c) Promotional material 

d) Printer 

e) Projector Screen 

f) Communications vehicle 

g) Graphic design training and programme 

h) TV SCREENS and their accessories 


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Challenges Facing the Department 


a) Induction of councilors (not done) 

b) Protocol and etiquette training (not done) 

c) Newsletter and Newsflash (ongoing) 

d) Development of the website (in progress) 

e) Development of emblem (awaiting council adoption) 

f) Social networks-Facebook, twitter (ongoing) 

g) Media engagement (amalgamation process- radio and print media, social networks) 

8 . 1 . 9 . 15 . SWOT Analysis 
Strengths 

a) Inaugural council meeting 

b) Council photoshoot 

Weaknesses 

a) Shortage of staff 

b) Inadequate tools of trade 

c) Lack of communication amongst directorates (response) 

d) Minimal budget 

e) Information leaks 

f) Illegal street adverts 

8 . 1 . 9 . 16 . Key Implementation Issues 


a) FastTrack approval of emblem 

b) Development of policies and strategies 

c) Training and workshopping of councilors, ward committees, community development workers and 
management critical 

d) MuniMec resolutions of 1% critical 

e) Procurement of tools of trade, software, multipurpose printer 

f) Centralize branding 

g) Participation into the ICT Steering Committee 

h) Establish internal communicators forum 


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i) Development of public adverts bylaws 


8.3. KPA 2: MUNICIPAL TRANSFORMATION AND DEVELOPMENT 


Responsible Directorate: Corporate Services Directorate. 

8.3.1. Introduction. 

This chapter articulates the broad institutional framework of Enoch Mgijima LM as well as its 
governance model. 

8.3.2. Political Structures. 


The political structure of Enoch Mgijima Local Municipality is comprised of the Executive 
Mayoral System that is structured as follows: - 

a) Executive Mayor; 

b) Speaker 

c) Chief Whip 

d) Mayoral Committee; 

e) The municipal council consists of 68 councilors i.e. 34 ward councilors and 34 proportional 
councilors. 

f) The municipality has established committees in terms of Section 79 and 80 of the Municipal 
Structure Act. 


The following Council Structures are currently held within EMLM:- 

8. 3. 2.1. PR Councillors. 


Ward 

PR CLLR 

1 

Gloria Kibi 

2 

Nokwayiyo Kopolo 

3 

Noncazelo Matswele 

4 

Malibongwe Xhelisilo 

5 

Xoliswa Xhelo 

6 

Terri Vivian Mplolo 

7 

Sibusiso Mvana 

8 

Jerome Shaw 

9 

Luleka Gubula- Mqingwana 

10 

Marina Barnnett 

11 

Madoda Papiyana 


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12 

Vuyisile Petrus Blom 

13 

Adele Natacia Hendricks 

14 

Carol May Boast 

15 

Khangelwa Manzana 

16 

Aron Mhlontlo 

17 

Sakhumzi Mkhunqe 

18 

Mzimkhulu Madikane 

19 

Nocawe Thwalo 

20 

Mzimkhulu Mdikane 

21 

Mzoxolo Peter 

22 

Sakhele Kula 

23 

Funeka Sopapaza- Lungisa 

24 

Nomathamsanqa Tsotetsi 

25 

Zukiswa Ralane 

26 

Lindy Ann Haggard 

27 

David Martin Kabane 

28 

Luthando Amos 

29 

Thuliswa Cothi 

30 

Thembeka Bunu 

31 

Mthuthuzeli Hokolo 

32 

Noluthando Nqabisa 

33 

Andisiwe Ngonyama 

34 

Lindiwe Gunuza Nkwentsha 


8. 3. 2. 2. Municipal Troika 


Represented by the following elected officials: - 


Position 

Elected Official 

Mayor 

Cllr. Lindiwe Gunuza-Nkwentsha 

Speaker 

Cllr. Mzoxolo Peter 

Chief Whip 

Cllr. Funeka Sopapaza- Lungisa 


8. 3. 2. 3. Mayoral Committee 


Represented by the following elected officials: - 


# 

Portfolio 

Elected Official 

1 

Infrastructure 

Cllr. Sibusiso Mvana 

3 

Community Services 

Cllr. Zukiswa Ralane 

4 

Local Economic Development 

Cllr. Xoliswa Xhelo 

5 

Corporate Services 

Cllr. Noluthando Nqabisa 

6 

Treasury & Budget 

Cllr. Madoda Papiyana 


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7 

Human Settlements 

Cllr. Luleka Gubula- Mqingwana 


Community Safety 

Adele Natacia Flendricks 


8. 3. 2.4. Section 79 & 79 Committees 


EMLM has both Section 79 and Section 80 Committees established as per legislative 
requirements to support the good governance function of Council. Within the municipality, 
Section 79 Committees fall under the Speaker's Office and fulfil key governance functions of 
predominantly an administrative oversight nature. 

All relevant Section 78 & 79 committees have been established and are functioning. 

8. 3. 2. 5. Section 80 Committees 


Section 80 Committees are standing committees aligned to the various functional areas for 
service delivery within the municipality under the Mayor's Office. 

All relevant Section 89 committees have been established and are functioning. 

8. 3. 2. 6. Audit and Risk Committee. 


Enoch Mgijima LM has established a Performance, Audit & Risk Committee. 

The EMLM Audit Committee has been established in terms of Section 166 of the MFMA and will 
perform the following duties and responsibilities: - 

1) Advise the council, political office bearers, the accounting officer and the management of 
the municipality on matters relating to the following: - 

a) internal financial control and internal audits, 

b) risk management, accounting policies, 

c) the adequacy, reliability and accuracy of financial reporting and information, 

d) performance management, 

e) effective governance, compliance with MFMA, 

f) the annual Division of Revenue Act and any other applicable legislation 

2) Review of the annual financial statements to provide the council with an authoritative and 
credible view of the financial position of the municipality, its effectiveness and overall level 
of compliance with the MFMA, annual Division of Revenue Act and any other applicable 
legislation. 

3) Respond to the council on any issues raised by the Auditor-General in the audit report. 

4) Carry out such investigations into financial affairs of the municipality as the council may 
request. 

5) Perform such other functions as may be prescribed by Section 166(1) and (2). 


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8.3.3. Human Resources and Performance Management. 


In order for the municipal to deliver on its vision in the provision of sustainable services and 
development programmes, much emphasis is put on recruitment, staff retention and skills 
development and training. 

The municipality will develop a Human Resource Strategy during 2017/2018 to guide the 
municipality in implementing human resource related matters. 

8.3.4. Recruitment and Selection, Training and Development. 


In order to recruit, develop and retain critical and scarce skills, the municipality has developed 
the following policies which have been adopted by Council: 

a) Recruitment Policy. 

b) Training and Development Policy 

c) Staff Retention and Succession Planning Policy. 

8.3.5. Staff Compliment and Appointments. 


The staff compliment is made up of all employees from the former municipalities except for the 
Section 56 Managers who are in acting positions. The required staff compliment has not been 
determined as the municipality does not have an organogram, but a placement organogram 
which is a temporal measure developed in order to absorb staff of the former municipalities 
into Enoch Mgijima LM. 

There are no new appointments, pending the development of an organisational structure and 
job descriptions. 

8.3.6. Skills Development. 


Skills development is aimed at benefiting all employees but, has to at the same time ensure that 
significant progress is made in advancing the development interests of designated groups in line 
with Employment Equity targets. 

The interpersonal and people management skills of senior and middle managers will continue to 
be improved through training with the assistance of the LGSETA and relevant other technical 
SETA's. 


The other kind of skills development needs focus on specific skills needed in specific 
departments within the organization. In this instance, the Director identifies the kind of training 
needs that is important for specific employees in terms of law and informs the Human 


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Resources Department accordingly i.e. refresher training with regard to technical skills; 
professional courses etc. Priorities are considered to determine the most critical skills 
development needs before training can be arranged within the limits of budgetary provisions. 

A Workplace Skills Plan is compiled and implemented annually to provide training on general 
skills development needs which focus on the organization as a whole and submitted to the 
Department of Labour. 

A skills audit will be undertaken as part of the critical activities during 2017/2018. 

8.3.7. Employment Equity. 


The Municipality with continue with the transformation process until our environment and the 
administration fully reflects our current demographics. 

An Employment Equity Plan will be developed during 2017/2018 financial year. 

8.4. KPA 3: BASIC SERVICES 


Responsible Directorate: Community Services Directorate. 
8.4.1. Introduction. 


The South African Constitution assigns municipalities the duty of ensuring the provision of basic 
services; promoting social and economic development and a safe and healthy environment in 
which to live and work. This chapter outlines EMLM's municipal infrastructure and Services. 

The directorate renders the following services to the broader EMLM community: - 


8.4.2. Solid Waste Management. 


8.4.2. 1. Legislative Requirements. 


a) National Environmental Management Act 107 of 1998 

b) National Environmental Management Waste Act 59 of 2008 

c) National Waste Management Strategy of 2012 

d) National Environment Management: Air Quality Act 39 of 2004 

e) Occupational Health & Safety Act 


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The municipality provides waste management services that include waste collection, street 
cleaning, clearing of illegal dumping and waste disposal. Regular solid waste collection service is 
provided to business, institutions and households within the jurisdiction of the municipality. 

Waste collection from residential premises is carried out on a weekly or bi- weekly basis. Waste 
disposal is centralized, and all waste collected in the various centres (including garden waste) is 
transported to the licenced landfill sites in Queenstown, Tarkastad, Whittlesea, Hofmeyer, 
Molteno and Sterkstroom for disposal. 

To meet the demand for waste management, the directorate has determined and projected 
critical infrastructure and equipment that needs to be purchased in the next 5 Years for this 
purpose. A new landfill site is planned for development in Queenstown as the current one 
nearing its operational capacity. 

To protect the environment and health of the community, the municipality will continue to 
render waste collection services as scheduled. Plans to extend the waste collection services to 
rural communities through the acquisition of additional resources, providing waste collection 
infrastructure to new developments and procuring of adequate equipment will continuously 
and consistently be implemented from year to year. 

The promulgation of the Waste Act (Act No. 59 of 2008), shifts the approach to waste 
management hence municipalities must embrace the principles of waste minimisation, reuse, 
recycling and energy recovery as the preferred options to waste management over treatment 
and disposal to landfill. The municipality will ensure the introduction of waste minimisation 
projects and encourage separation of waste at source and recycling where possible. 

8.4.3. Cemeteries. 


8.4.3. 1. Legislative Requirements. 


a) National Environmental Management Act 

b) Biodiversity Act 

c) National Heritage Resources Act 

d) Occupational Health & Safety Act 

e) Water Act 

f) Environmental Conservation Act 

g) Conservation of Agricultural Resources Act 


The following is a list of cemeteries by area: - 


# 


Cemetery 


Condition 


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1 

Queenstown cemetery 

Almost full 

2 

Lukhanji cemetery 

Almost full 

3 

Ezibeleni cemetery (old and new), 

Almost full 

4 

Mlungisi cemetery 

Almost full 

5 

Sada cemetery 

Almost full 

6 

Ekupumleni cemetery 

Almost full 

7 

Whittlesea old cemetery 

Almost full 

8 

Hinge cemetery 

Almost full 

9 

Lesseyton cemetery 

Almost full 

10 

Masakhane Cemetries 

Almost full 

11 

Malambile Cemetries 

Almost full 

12 

Dennekruin Cemetries 

Almost full 


To address the increasing demand on cemeteries, land will have to be identified and 
negotiations to buy suitable property will have to be made. All the cemeteries under the 
municipal jurisdiction are almost full thus availability of space for new cemeteries and related 
services are fast becoming a problem. Upgrading of the graveyards will be done on an ongoing 
basis. All new township developments should make provision for cemeteries and be included in 
the EIA process to prevent duplication of processes. 

8.4.4. Sport and Recreation Facilities, Parks, Playgrounds and Open Spaces. 


8.4.4. 1. Legislative Requirements. 


a) National Environmental Management Act 

b) Biodiversity Act 

c) National Heritage Resources Act 

d) Occupational Health & Safety Act 

e) Water Act 

f) Environmental Conservation Act 

g) Conservation of Agricultural Resources Act 

The provision of sports and recreation facilities, parks, playing equipment and green areas are 
currently managed and provided by the Community Services Directorate. Provision for the 
commonly practiced sporting codes like rugby, soccer, tennis, cricket etc. is at a reasonably 
acceptable level in the urban areas. In the rural areas only basic sport facilities like graded 
soccer fields and basic multipurpose facilities are provided. The need for the provision of all 


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these community facilities in both the urban and rural areas is still great, as indicated at most 
IDP meetings. However, the availability of financial resources remains a challenge. 

8.4.5. Environmental Management. 


8.4.5. 1. Legislative Requirements. 


a) National Environmental Management Act no 107 of 1998 

b) The National Environmental Management: Air Quality Act 39 of 2004 

c) The Protected Areas Act no 57 of 2003 

d) The Biodiversity Act no 10 of 2004 

e) The National Water Act no 36 of 1998 

f) The National Water Services Act 108 of 1997 

g) The National Waste Act no 59 of 2009 

h) Environmental conservation Act no 73 of 1989 

The present environmental footprint on natural resources consumption and demand pattern 
clearly envisages future shortage in the available resources to meet the population demand. The 
status quo is further aggravated by human activities which results in climate change, a 
phenomenon which its effects can be witnessed globally. The need to provide services in a 
sustainable manner and to preserve our natural resources has been a global challenge, hence 
the Millennium Development Goals (MDG), treaties to which South Africa is a signatory to such 
as the Montreal protocol and Basel convention. 

The proclamation of the National Environmental Management Act, Act 107 of 1998 (NEMA) and 
the subsequent pieces of legislation legitimised environmental sustainability in development 
planning, service delivery and infrastructure development. This means that our efforts to meet 
the needs of the current generation should not impact negatively on the ability of future 
generations to meet their own. Environmental sustainability should therefore be considered 
and incorporated in development planning in national, provincial and local spheres of 
government. 

The Municipal Systems Act, Act 32 of 2000, (MSA) is framework legislation for local government 
and it introduces the developmental local government. The Act further stipulates that basic 
services should be delivered in a sustainable manner while promoting socially equitable 
development. Through the MSA municipalities are required to adopt a more sustainable 
approach to planning and development as embraced in the South African Constitution as well as 
in other policies and legislative enactments relevant to Local Government. 


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The growing municipal population, economy and industrialization will have adverse impacts on 
the availability of natural resources and environmental quality if measures are not put in place 
to ensure sustainable development. 

The municipality will ensure that all proposed developments are environmentally, socially and 
economically sustainable through participation in EIA processes and development of 
environmental assessment tools that will guide future development e.g. Strategic 
Environmental Assessment (SEA), life cycle assessment. Etc. 

8.4.6. Libraries. 


8.4.6. 1. Legislative Requirements. 


a) Local Government Ordinance, (Ordinance 17 of 1939) 

b) The Standard Library By- Laws 

Library services are provided by the municipality with six functional libraries. 

As the education curriculum keeps on changing, libraries are becoming a great need and an 
essential for students hence recently the libraries are faced with over population and limited 
resources. The municipality endeavours to continuously upgrade and improve the standard of 
the libraries to match the increasing technological development that requires and challenges 
the libraries to be abreast with the latest and updated innovation in ICT (Information 
Communication Technology). It is envisaged that the municipal libraries will in future have 
adequate computers to offer effective self-help computer services to the community at large. 

There is still a need to intensify the extension of the library services to the rural communities 
that are still experiencing limited access to information. 

8.4.7. Departmental Organogram. 


The directorate operates through a transitional organogram also known as the placement 
organogram. This organogram has been developed to create positions for all Community 
Services employees from the amalgamated municipalities. A final organogram will be developed 
during 2017/2018 Financial Year. 

The transitional organogram is attached to this document. 


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8.5. KPA 3: COMMUNITY SAFETY 


8.5.1. Legislative Requirements. 


a) National Road T raffic Act 93 Of 1996 

b) National Land Transport Act 5 Of 2009 

c) Criminal Procedure Act 51 Of 1977 

d) Control of access to Public Places and Vehicles Act 53 of 1985 

e) Private Security Industry Regulation Act 56 Of 2001 

f) Firearm Control Act 60 of 2000 

g) MSA 

h) Administrative Adjudication of Road Traffic Offenses Act, No 46 of 1998 

8.5.2. Safety and Security. 


The core function of the Traffic Services is to make the roads safe for all users within the 
municipal area whereas Security Services deals with safeguarding of the municipal property, 
personnel and its residents. This is done through visible law enforcement, road safety 
campaigns and awareness programmes. 

The Security Services is responsible for the safeguarding of Council's assets and employees. 


8.5.3. Licencing Services. 


8. 5. 3.1. Legislative Requirements. 


a) National Road Traffic Act 

b) Councils by-laws 

c) S.A.B.S. (S.A.N.S) Act 

Enoch Mgijima Local Municipality is an agent of the province in the administration of driver's 
and vehicle licenses. The municipality is also responsible for the issuing of licenses for business 
premises. The licensing services have improved since the introduction of e-Natis system. The 
system has proven to be effective and quick in that the licensing transactions are mainly 
computerised which minimises the prolonged processes that were susceptible to corruption. 


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8.5.4. Fire and Disaster Management. 

8. 5.4.1. Legislative Requirements. 

The Fire & Disaster Management Services adhere directly to the following legislation: 

a) Fire Services Act, Act 99 of 1987. 

b) National Building Regulations and Building Standards Act 103 of 1977. 

c) Occupational Health and Safety Act 85 of 1993. 

d) Hazardous Substances Act, Act 15 of 1973 as amended. 

e) National Road Traffic Act 46 of 1998. 

f) Disaster management Act 57 of 2002. 

g) National Disaster Management Framework 2005 

h) National Veldt and Forest Fire Act 101 of 1998. 

i) Explosives Act, Act 26 of 1956 as revised. 

j) Municipal Systems Act, 32 of 2000 

k) Safety at Sports and Recreational Events Act 2 of 2010 

l) South African National Standards 

The Municipality has an established Emergency Services for Fire, Rescue and Disaster 
Management. Additional equipment and resources are required to optimise the functioning of 
this centre. This main station is in Queenstown. Additional fire stations are envisaged to be 
established which will serve the Tarkastad/Hofmeyer area as well as Molteno/Sterkstroom area 
in order to comply with the Regulations of South African National Standards, which require 
arrival at the scene of an emergency within at most 15 minutes. 

Medical Emergency Services which handles ambulances is a function of the Department of 
Health. There are ambulances servicing the Municipal area are stationed in Queenstown. 


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8.6. KPA 4: INFRASTRUCTURE DEVELOPMENT 


Responsible Directorate: Technical Services Directorate. 

8.6.1. Introduction. 


The South African Constitution assigns municipalities the duty of ensuring the provision of 
municipal infrastructure services. This chapter outlines EMLM's municipal infrastructure and 
Services. 

The directorate renders the following services to the broader EMLM community: - 

8.6.2. Roads and Stormwater Management Services. 


8. 6.2.1. Legislative Requirements. 


a) National Land Transport Act no 5 of 2009 

b) Occupational Health and Safety Act 1993 

c) National Road Traffic Act 1996 

d) National Environmental Management Act no 107 of 1998 

8. 6.2. 2. Roads Infrastructure. 


The transportation infrastructure data is an indication of the Enoch Mgijima Municipality's 
connection to other local economic centres and rural nodes. It also indicates how connected 
the efficiency of transportation of goods and people to and from various economies 
surrounding Enoch Mgijima Municipality. 

The road network has been summarized on the following table, which summarizes all district 
roads from Queenstown to each local municipality; 


Enoch Mgijima Municipality's Road Transport Network. 

# 

Section 

Length of the road 

Road 

Condition 

Description 

R392 

Queenstown-Dordrecht 

72 KM 

Fair 

N/A 

R392 

Queenstown-Elliot 

131Km 

Fair 

N/A 

R394 

Queenstown-Lady Frere 

47KM 

Poor 


R359 

Lady Frere - Cala 

57KM 

Very Good 


R61 

Queenstown-Cradock 

141KM 

Fair 


R61 

Queenstown-Cofimvaba 

80KM 

Very Good 


R61 

Queenstown-Engcobo 

131KM 

Fair 


R397 

Queenstown-Molteno 

85KM 

Fair 



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R61 

Queenstown-Tarkastad 

68KM 

Good 


Source: RAMS Visual Condition Index, 2011 


A municipal road condition assessment will be undertaken during the development of the 
Infrastructure Master Plan which is planned for 2017/2018 financial year. 

The Roads & Storm water section is responsible for the maintenance of all municipal roads. The 
majority of urban and township roads are tarred and paved, with gravel roads, mainly in the 
rural areas requiring attention. 

A vigorous process of re-surfacing all municipal roads in Queenstown are currently underway 
and some of the roads have been completed. More roads have been prioritised for re-surfacing 
in Queenstown and have been registered and funded by MIG. The huge increase in the price of 
bitumen products is however a challenge which means that lesser roads will be tarred with the 
funds that will be available in future budgets. 

The municipality plans to assess the existing Road network and Bridges every five years to 
properly plan and implement preventative maintenance, safer roads and bridge structures. 
Roads in the rural areas will be graded and maintained on a regular basis. Regular planned 
maintenance is crucial to ensure that roads are serviceable and can address rising demand, 
which in turn makes the cost of maintenance to escalate. 

Increasing heavy traffic volumes using municipal roads, high cost of bitumen are a real threat to 
the sustainability of the road network. A Roads Master Plan will be developed in 2017/2018 
financial year to address some of the identified future needs and challenges and will serve in 
Council. 

The Municipality plans to pave each year as many sidewalks as the budget allows where there is 
high number of pedestrians. 

Municipality plans to develop a Stormwater Master Plan to assist with addressing issues 
pertaining to the Stormwater drainage within the municipality. The Stormwater Master Plan will 
be used to prioritize project proposals for solving the storm water problems in each area. 

The municipality is responsible for, the repairing of potholes on the existing surfaced road, 
cleaning of Stormwater drainage system to maintain free flow Stormwater, upgrading of gravel 
roads to surfaced roads, installation of new storm water drainage systems, rehabilitation of 
existing roads, and re-gravelling and blading of gravel roads in rural and urban areas an on 
regular basis. 


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8.6.3. Electrical Engineering Services. 


8. 6.3.1. Legislative Requirements. 


a) Electricity Act 41/1987 

b) NERSA regulations 

c) Occupational Health and Safety Act 

The Millennium Development Goal states that 97% of households must have universal access to 
electricity by 2025. Access to electricity will alleviate poverty as the use of electricity supports 
lighting and cooking facilities. 

The municipality supplies, upgrades, and maintains electricity to formal townships in terms of 
the license agreement from NERSA. The municipality currently distributes electricity through an 
agreement between NERSA and the Former Lukhanji LM whilst it is still finalising its own 
electricity distribution licence. 

The number of households who receive free basic electricity and the corresponding expenditure 
per financial year is summarised in the following table: - 


SERVICE 

HOUSE HOLDS 

PER HOUSEHOLD 

AMOUNT 

AMOUNT 




MONTHLY 

YEARLY 

ELECTRICITY 

8328 

R 42,49 

R 353 856,72 

R 4 246 280,64 


The municipality doesn't have an Electricity Master Plan and it plans to develop it during 
2017/2018 financial year. 


8. 6.3. 2. Access to electricity 


The following graphic summarises access to electricity by households at Enoch Mgijima 
Municipality: - 


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70 000 
60 000 
50 000 
40 000 
30 000 
20 000 
10 000 


Household access to electricty 




Solar/other/unspecif 

ied 

Electricity 

Gas 

Paraffin 

Candles 

2011 

189 

60 299 

121 

3 211 

2 791 

2012 

191 

61 118 

123 

3 260 

2 833 

■ 2013 

194 

61 999 

125 

3 313 

2 878 

• 2014 

197 

62 942 

127 

3 369 

2 926 


Source: Statistics South Africa, 2011 Census. 


The graphic suggests that 94% of households has access to in 2014, whilst 6% was using gas, 
paraffin and candles for lighting in the same period. Thus, the backlog can be estimated at 6% 
of the surveyed households. 


8. 6.3. 3. The State of Electricity Distribution 


The municipality is faced with a lot of electricity problems, especially in Queenstown. These 
problems are characterised by old electricity infrastructure, regular electricity outages which 
affect businesses and households alike, the municipality is losing a lot of revenue on electricity 
as a result of these problems. 

The state of the electricity infrastructure has been summarised as follows:- 

8. 6.3. 3.1. Queendustria Substation. 


This substation operates on a single transformer with a capacity of 15MVA. There is a 20MVA 
transformer on site which was procured in 2015 but not connected. The transformer was 
damaged by lightning during 2015 and has not been repaired. It is currently energized by 
ESKOM at 66 kV but it only distributes a restricted 11MVA due to its cable size. Scheduled 
maintenance was carried out in October 2016. 


The substation supplies Queendustria and Ezibeleni and is considered a high risk. 


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8. 6.3. 3. 2. Ebden Substation. 


This substation operates on a single transformer with a capacity of 15MVA. The original 
transformer was a 10MVA. The transformer was damaged by lightning during 2015 and has not 
been repaired. It is currently energized by ESKOM at 66 kV but it only distributes a restricted 
12MVA due to its cable size. Scheduled maintenance was last carried out in 2003. 

The substation supplies the town of Queenstown and its surrounding suburbs and is considered 
a high risk. 

8. 6.3. 3. 3. Westbourne Substation. 


This substation operates on a single transformer with a capacity of 15MVA. It is currently 
supplied from Ebden Substation at 66 kV but it only distributes a restricted 10MVA due to its 
cable size. Scheduled maintenance was last carried out in 2003. 

The substation supplies the parts of Queenstown, Top Town and surrounding farms and is 
considered a high risk. 

8. 6.3. 3.4. Mlungisi Substation. 


This substation operates on a single transformer with a capacity of 15MVA. It is currently 
supplied from Ebden Substation at 66 kV but it only distributes a restricted 15MVA due to its 
cable size. Scheduled maintenance was last carried out in 2003. 

The substation supplies the parts of Queenstown, Mlungisi and surrounding farms and is 
considered a high risk. 

8. 6.3. 3. 5. 11KV Reticulation Substations. 


The Queenstown area also has the following substations: - 

1) Ezebileni S/S 

2) Town Hall S/S 

3) Komani S/S 

4) Connaught S/S 

5) Library S/S 

6) Victoria Road S/S 

7) Central S/S 

8) Spargs S/S 

9) Alexandria S/S 


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10) Madeira Park S/S 

11) Bridge Street S/S 

12) Nonesi Mall S/S 

13) Amatola S/S 

14) Bachelor S/S 

15) Balmoral S/S 

16) Pambo Central S/S 

The Ezibeleni Substation and Alexandria Substation are considered High Risk due to defective 
equipment. 

8. 6.3. 3. 6. Small Towns and the 22KV Substations. 


The following is the status of the substations in the surrounding towns: - 

a) TARKASTAD 22 kV 

b) HOFFMEYER 22 kV 

c) MOLTENO 22 kV to 11 kV SUB-STATION 

d) STERKSTROOM 22kV TO 11 kV SUB-STATION 

8. 6.3. 3. 7. General Electricity Challenges 


Network not been maintained for 12 years and is very old. Municipal staff has only been doing 
fault repairs instead of maintenance. The municipality currently at a very high risk as the 
electricity infrastructure is deteriorating very fast. 

8. 6.3. 3. 8. Electricity Supply Capacity in MVA's. 


Calculated as follows: - 


Electricity Supply Capacity in MVA's 

Queenstown and surrounding areas 

48 

Tarkastad/Flofmeyer and surrounding areas 

5 

Molteno/Sterkstroom and surrounding areas 

3 

Source: EMLM, Technical Services 


8. 6.3. 3. 9. Human Risks Relating to Electricity 

a) The is a high risk of human being including municipal staff being electrocuted as a result of 
many open pillar boxes and faulty substations. 

b) There is a high prevalence of illegal connections and low rate of arrests and convictions. 


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8.6.3.3.10. Financial Risks Relating to Electricity 


a) Financial losses due to electricity theft and tempering estimated at 40% of billable electricity 
revenue. 

b) Municipality pay about R48 Million per month to ESKOM for bulk supply and generates less 
in the form of own revenue. 

c) Risk of losing a NERSA Lincence due to uncontrolled losses. 

8.6.3.3.11. Technical Risks Relating to Electricity 


a) Network is at the state of collapse as evidenced by the high number of electricity outages 
and faults. 

b) Proper maintenance has not been carried out for more than 10 years. 

c) There is no technical capacity to undertake maintenance. 

d) There are no electricity spare parts as a result even minor faults take longer to be fixed. 

e) The operating procedures are difficult and time consuming. 

f) There are regular and longer electricity outages which affect both the businesses and 
civilians. 

8.6.4. Municipal Buildings. 


8. 6.4.1. Legislative Requirements. 


a) National Building Regulations and Standards Act No. 103 of 1977 

b) Construction Industry Development Board Act 

c) Occupational Health and Safety Act 

d) Architectural Professions Act 

e) Green Buildings Policy 

Municipal Buildings include amongst others, the provision of new municipal buildings and 
structures and their maintenance, throughout the area. The municipality's success is dependent 
on interaction with other internal and external departments to ensure accurate needs 
assessment and planning for new developments and the necessary maintenance of existing 
structures. 

The Health and Safety Act requires that all buildings be annually audited for Health and Safety 
compliance in order to guarantee the safety of all users including visitors. The municipality shall 
strive to comply with all aspects of the said piece of legislation within all its buildings and 
facilities for the benefit of the public and employees as well. Recommendations of the annual 
audits shall be included in budgets and implemented. 


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8.6.5. Departmental Organogram. 


The directorate operates through a transitional organogram also known as the placement 
organogram. This organogram has been developed to create positions for all Technical Services 
employees from the amalgamated municipalities. A final organogram will be developed during 
2017/2018 Financial Year. 

The transitional organogram is attached to this document. 

8.7. KPA 5: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT 


Responsible Directorate: Budget and Treasury Office. 

The municipal financial management is regulated by several pieces of legislation and Enoch 
Mgijima Local Municipality is fully complying with the aim of ensuring sound financial viability. 
As a newly established entity, most of the time has been consumed in trying to consolidate 
information, systems and resources from the three amalgamated municipalities. The annual 
financial statements have been consolidated to produce a single annual financial statement for 
the year preceding the amalgamation. 

All finance and SCM processes have been consolidated and centralised to Queenstown whilst 
the process of streamlining human resources processes in still underway. Other associated 
governance processes and outstanding legal requirements are also being attended to and will 
be reflected during the 2018/2019 IDP Review. 

Through the centralised financial management system, the Budget and Treasury Office is able to 
ensure that all expenditure and income are continuously monitored. There is no single property 
evaluation roll and currently the valuation rolls of the amalgamated municipalities are being 
used as an interim measure. 

The municipality will compile a single valuation roll during 2017/2018 in compliance with the 
Property Rates. 

8.7.1. Municipal Historic Financial Performance. 


Expenditure from previous year's capital and operating expenditure does not exist because 
Enoch Mgijima Municipality is a new entity. 


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8.7.2. Brief Analysis of the Current Financial Performance. 


Summarised as follows: - 

a) The municipality has exceeded the upper limit of the treasury guidelines. The municipality's 
salary budget as a percentage to its operating budget is 36%. Treasury guideline is that 
salary budget should not exceed 35% 

b) The municipality does not have any long-term loan as now and does not anticipate taking 
one in the 2017/18 financial year 

c) Debtors collection rate is 88.7% in the 2017/18 budget year decreasing to 78.9% and 79.1% 
in the two outer years. 

8.7.3. Critical Activities Performed by the Budget and Treasury Office. 


The directorate performs the following functions: - 

8.7.3. 1. Revenue collection and management. 


We collect revenue through the following means: - 

a) Collection of outstanding debt 

b) Registered Indigents 

c) Revenue Collection 

8. 7. 3. 2. Funding management. 


We manage the following funding: - 

a) Own Funding 

b) Grant Funding 

c) External Loans 


8. 7. 3. 3. Supply chain management. 


Through this unit, the Directorate procures goods and services using a Supply Chain 
Management Policy. 

8. 7. 3. 4. Asset management. 


The unit manages the following types of assets: - 

a) Movable Assets 

b) Infrastructure Assets 


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8. 7. 3. 5. Indigent Management. 


The directorates provide support to indigents through an Indigent Management Policy. 

Indigents are those people that, due to many factors, are unable to make monetary contribution 
towards basic services, no matter how small the amounts seem to be. Any household, earning 
less than the R3 500.00 per month qualifies to be registered as indigents. 

An Indigent Register has been compiled and is continuously being updated with indigent people 
from Queenstown and surrounding areas, Whittlesea and surrounding areas, Sterkstroom, 
Molteno, Tarkastad and surrounding areas. 

Indigent people are supported through an equitable share grant and our support to them is an 
attempt to reduce the number of indigents within the municipality also falls within this 
category. 


. The indigent register is reviewed every year to ensure that all eligible indigents are catered for. 
It is also to ensure the credibility of the indigents register. The municipality has established an 
indigent steering committee which is headed by a Free Basic Services Coordinator with ward 
councillors forming part of the steering committee. 

Provision of free basic services and support to residents of Enoch Mgijima include the following: 


SERVICE 

HOUSE HOLDS 

PER HOUSEHOLD 

AMOUNT 

MONTHLY 

AMOUNT 

YEARLY 

Electricity 

8328 

R 42,49 

R 353 856,72 

R 4 246 280,64 

Refuse Removal 

5099 

R 102,25 

R 521 372,75 

R 6 256 473,00 

Source: Enoch Mgijima LM 


8. 7. 3. 6. Budgeting. 


The work of this unit is guided by the Budget Steering Committee through a Budget Policy and 
such work entails preparing the following budgets: - 

a) Operational Budget 

b) Capital Budget 


8. 7. 3. 7. Financial Reporting. 


Under this function, the Directorate prepares the following reports: - 

a) Section 71-monthly reporting 

b) Section 52-quarterly reporting 


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c) Mid-year Performance Reporting 

d) Annual Report 

e) Annual Financial Statements. 


8.7.4. Relevant Legislative Requirements Applicable to Budget and Treasury. 


The work of the directorate is guided by the following legislation: - 


1 . 

Municipal Systems Act no 32 of 2000 

2. 

Property Rates Act no 6 of 2004 

3. 

Municipal Finance Management Act no 56 of 2003 

4. 

Preferential Procurement Performance Framework Act 

5. 

SCM Regulations and CIDB Regulations 


8.7.5. The Legislative Context and Its Application. 


Summarised in the following paragraphs: - 

8. 7. 5.1. The Municipal Systems Act and Its Implications. 

Section 95 and 96 of MSA refers to customer and debt collection services whereas section 12 
speak about policies and procedures development 

8. 7. 5. 2. The Property Rates Act and Its Implications. 


The whole act regulates the activities that lead to the appointment of Municipal valuer, 
compilation of General valuation roll with its supplementary and relates services such as policy 
development. 

8. 7. 5. 3. The Municipal Finance Management Act and Its Implications. 


This act regulates the Financial Management of the institution, giving certain responsibilities to 
Mayor, Accounting Officer, Directors and Managers. 

8. 7. 5.4. The Preferential Procurement Policy Framework Act and Its Implications. 


This act regulates the procurement of goods and services aligned with Municipal Finance 
Management Act. 

8. 7. 5. 5. The SCM Regulations and Their Implications. 


This act regulates the procurement of goods and services aligned with Municipal Finance 
Management Act. 


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8.7.6. Policies and Bylaws Applicable to Budget and Treasury. 


Summarised as follows: - 


# 

Policy 

Applicable performance 

area 

Policy status 

1 

Budget Policy 

Budget Planning and 
Monitoring 

Review for Consolidation 

2 

Supply Chain Management Policy 

Supply Chain Management 

Review for Consolidation 

3 

Cash and Investment Management Policy 

Budget Planning and 
Monitoring 

Review for Consolidation 

4 

Asset Management Policy 

Asset Management 

Review for Consolidation 

5 

Irregular, Fruitless, Unauthorised and 
wasteful expenditure policy 

Supply Chain Management 

Review for Consolidation 

6 

Contracts Management Policy 

Supply Chain Management 

Review for Consolidation 


8.7.7. Processes and Procedure Applicable to Budget and Treasury. 


Summarised as follows: - 


Processes & Procedures applicable to BTO 

# 

Processes & Procedures. 

Applicable performance area 

Status 

1 

Supply Chain Management Procedures 

Supply Chain Management 

Review for Consolidation 

2 

Asset Management Procedures 

Asset Management 

Review for Consolidation 

3. 

Payroll Procedures 

Expenditure Management 

Review for Consolidation 

4. 

Creditors Payment Procedures 

Expenditure Management 

Review for Consolidation 

5. 

Revenue Management Procedures 

Revenue Management 

Reviewed 


8.7.8. Departmental Organogram. 


The directorate operates through a transitional organogram also known as the placement 
organogram. This organogram has been developed to create positions for all the BTO 
employees from the amalgamated municipalities. A final organogram will be developed during 
2017/2018 Financial Year. 

The transitional organogram is attached to this document. 


8.7.9. Departmental SWOT Analysis. 


Internal Strengths 

Internal Weaknesses 

Improved audit outcomes of the former Lukhanji 

Cash Flow Constraints 

Improved internal controls 

Placement by employees of former three 
entities 

Capacitated personnel at Supply Chain and Financial 
Reporting 

Debt collection unit not functional 

Documented procedure manuals 

Contracts Management 

MSCOA progressing well 

Office Space 


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8.8. KPA 6: HUMAN SETTLEMENTS 


8.8.1. Introduction. 


Enoch Mgijima is experiencing unprecedented change; its land area has increased with the 
merger to 15 0000 km 2 and its population is about 300 000. The newly merged municipality is 
now the 4 th largest in the Eastern Cape and the most strategic in the northern/central region of 
the province with approximately 66000 properties 


8.8.2. Legislation. 


a) The Municipal Systems Act, 2000 

b) The Inter-Governmental Relations Framework Act 2005, (IGRFA) 

c) National Housing Act 107 of 1997 

d) Rental Housing Act of 1995 

e) Social Housing Act of 2008 

f) Military Veterans Act of 2011 

g) Municipal Structure Act 117 of 1998 

h) The Comprehensive Plan for Sustainable Human Settlement, Breaking New Ground Plan 
(2004) 

i) Outcome 8 of Government's National Programme of Action (2010 - 2014) 

8.8.3. Functions 


The directorate performs the following functions: - 

a) Land Sale and lease of land 

b) Town and Regional Planning 

c) Facilitation of Housing Development 

d) Leasing of Municipal Properties 

e) Maintenance of Municipal Entertainment Facilities 

f) Beneficiary Administration for housing development 

g) Manages the rental stock 

h) Estates Services 

i) Facilitation of title deed transfers 

j) Maintenance and control of Housing Needs Register 


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k) Building inspection, encroachments, illegal building operations. 

The municipality does not have an encroachment policy and there are no building regulation 
bylaws except for those of the former municipalities and some of which have expired before 
amalgamation. 

The following five core functions apply to the Town Planning Department where there are five 
Branches or Sections: 


CORE FUNCTIONS 

Land Use Management Branch 

Technical guidance and advice 

Town Planning Report for MPT 

Member of MPT and MPAT 

Development Facilitation/promotion 

Release of land to be developed 

Illegal land uses & inspections 

Policy and by-law development 

Public Enquiries servicing 

Building Plan checking 

Land Use Management System 

Job creation through development 

Development rights/rezoning/sub 

Development conditions and levies 

Municipal Planning Tribunal Branch 

Secretariat Function of SPLUMA 

Tribunal 

Legislative compliance 

Municipal Planning Tribunal (MPT) 

Admin 

Municipal Planning Appeal Tribunal 

Development Applications Processing 

Development Amendments 
administration 

Reduce Red Tape 

Create environment for 
business/investing 


CORE FUNCTIONS 

Spatial Planning & Urban Renewal 
Branch 

Forward Planning for municipality 

IDP integration 

SDF and LSDF (Spatial Policies) 

Precinct Plans & Urban Renewal 

Scrutinize Development Applications 

GIS system & mapping (register/info) 

Development Facilitation/promotion 

Business Plans 

Internal and strategic projects 

Human Settlements Functions 

Planning and M/E Branch 

Settlement Planning 

Feasibility studies 

New neighbourhood establishment 

Urban Renewal & design 

Housing Sector Plan 

Strategy and forward planning 

Business Plans & Funding applications 

Policy development 

Monitoring and Evaluation 

Programming and prioritisation 

Informal settlement upgrading + Rural 
Housing 


CORE FUNCTIONS 

Land Administration Branch 

Entry point for all non-SPLUMA 
applications 

Archive Custodian 

By-law development 

Policy development 

Manage Archive and admin related 

Data capturing and retrieval 

Reduce Red Tape / Adhere to 
legislation 

Risk aversion 

Scanning of files / electronic system 

Fees payable and admin process 

Issuing of zoning certificates 

Policy and by-law enforcement 

Leases, disposals, encroachments 

Manage Archive and admin related 

Land release for development 

PoS Closure, road closure 
applications 








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8.8.4. Human Settlements Organisational Structure. 


The directorate currently operates through a transitional organisational structure. There is 
currently no organogram except only for a placement organogram which has been created to 
accommodate Human Settlement officials from the former municipalities. 

the directorate is managed by an acting director and the critical posts have not been 
determined since amalgamation. The transitional organogram is attached to this document. 


8.8.5. Housing Development. 


There is progress in the registration of Pre-1994 Tittle deeds with minor challenges. 

RA60 projects/post 1994, Township registration has been formalized, verification to be done to 
fast-track title deed transfers. 

Beneficiary Administration in progress by the municipality for current projects (Sada Wooden 
zinc, Polar Park, Nomzamo, Hinge rectification, Imvani Rectification) 

The Provincial Human Settlement department, granted us four (4) sites in Scalen street for 
Housing Development. 

The current human settlement projects include the following: - 


PROJECT NAME 

Status 

New- Rathwick 

Layout Plan approved. 

Bulk infrastructure Services still a challenge 

Beneficiary list to be updated 

Millitary Veterans 

10 houses out of 200 has been handed over. The challenge is on 
the approval of beneficiaries as well as electrification of the project. 

Toisekraal (364), Nomzamo (559) 
Imvani rectification, Hinge 
rectification, RA60 electrification 
Merino Walk, Ensam 

Poplar Groove, Bothas Hoek 

Appointment of land surveyor for planning and survey 

Beneficiary administration is in progress with challenges. 

Project is progressing well 

NHBRC is on site 

Prov. Human Settlements appointed conveyancers to undertake 
Individual transfers process for all Post 1994 projects. 


The challenges facing housing are as follows: - 

a) Disaster and emergency housing is not located within the municipality. 

b) High demand of housing for Middle income group 

c) Data collected on NHNR indicated a high demand of housing for middle income group. 

d) Delays on Land audit to obtain the actual land available for housing development. 

8.8.6. Sale of Municipal Land. 


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A lifting of the moratorium was granted by Council in December 2016. The directorate will only 
be able to sell land after the adoption of the policy that will guide the council on how to dispose 
off land. 

8.9. KPA 7: LOCAL ECONOMIC DEVELOPMENT 


8.9.1. Introduction 

Enoch Mgijima Local Municipality is one of six local municipalities within the Chris Hani District 
Municipality. It is situated in the centre of the Chris Hani District Municipality. Enoch Mgijima 
LM is an economic hub of the district and a gateway to Gauteng and the Western Cape 
Province. The municipality has various competitive advantages in that it's not only an economic 
hub but also an industrial hub with manufacturing firms Twizza Factory, Fischer's Dairy, Crickely 
Dairy and other manufacturing concerns based at the Queendustria. The municipality is also 
home to three (3) shopping centres such Nonesi Mall, Lukhanji Mall and Pick' n Pay Mall. 

The municipality is also endowed with a considerable industrial inventory based in Whittlesea, 
Queenstown and Queendustria near Ezibeleni. There is also an airstrip and the town of 
Queenstown has been considered for a Special Economic Zone. The towns of Queenstown and 
Whittlesea are university towns with the Walter Sisulu University having campuses on both 
towns whilst the main campus of Ikhala TVET College is in Queenstown. Molteno, Sterkstroom, 
Tarkastad and Hofmeyer are renowned for their agricultural potential with some of the region's 
stud breeders for cattle and sheep found in these towns. 

8.9.2. Legislative Requirements 

The local economic development initiatives in the municipality are guided by the following 
legislation; 

a) South African Constitution (1996); 

b) The White Paper on Local Government (1998); The Municipal System Act (2000); 

c) The National Spatial Development Perspective 

d) and Municipal Property Rates Act. 

8.9.3. Enoch Mgijima LM's Economic Profile 


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Enoch Mgijima LM is an economic and commercial hub of the Chris Hani Region in the Eastern 
Cape with the higher household income compared to other municipalities. Its local economy is 
the largest economy in the district context and is dominated by the wholesale and retail sector, 
followed by manufacturing, services and agricultural sectors in terms of GDP contribution. 


8. 9. 3.1. The GDP Contribution. 


The following graphic summarises the Gross Domestic at Enoch Mgijima Municipality, using 
2011 Constant Prices, being a combination of GDP contributions from Queenstown/Whittlesea 
and surrounding areas, Tarkastad/Hofmeyer and surrounding areas and Molteno/Sterkstroom 
and surrounding areas respectively as measured by Statistics SA:- 


GDP Contribution by Town 

5000 
4500 
4000 
3500 
3000 
2500 
2000 
1500 
1000 
500 
0 

Queenstown/Whittlesea Tarkastad/Hofmeyer Molteno/Sterkstroom 

Source: Statistics South Africa, 2011 Census. 



Using the Gross domestic product (GDP), we measure the monetary value of all the finished 
goods and services produced within Enoch Mgijima Municipality, using 2011 Constant Prices. 
The GDP contribution of Enoch Mgijima Municipality to Chris Hani DM's GDP was at R5, 072 
Million, using numbers from Lukhanji, Tarkastad/Hofmeyer and surrounding areas and Former 
Inkwanca LM. 

8. 9.3. 2. Gross Value Add by Sector. 


The performance of Enoch Mgijima Municipality's economic system in terms of, factors such as 
production activity, can be measured by its gross value add (GVA). We considered the GVA at 
constant prices as a more accurate measure of short term movements in the Enoch Mgijima 
Municipality's economy because it excludes taxes on production and enables us to give an 


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industry specific valuation by looking at current outputs in the prices applicable in a given base 
year. 


The following is a graphical illustration the municipal Gross Value Add over a period of three 
years; 


Gross Value Add By Sector 


700 
600 
500 
400 
300 
200 
100 
0 






2011 

2012 

2013 

■ Primary sector 

95 

97 

98 

■ Secondary sector 

653 

653 

649 


Source: Statistics South Africa, 2011 Census. 


The higher Gross Value Add the secondary sector at 649, compared to the very low gross value 
at for the primary sector implies that Enoch Mgijima Municipality has a high level of 
consumption and a low level of production. 

This confirms a widespread argument that suggests the South African economy is a 
consumption based economy. Thus, from the economic point of view, Enoch Mgijima 
Municipality will have to introduce economic programmes and implement economic activities 
that are elastic to gross value add. 

8.9.4. Spatial Characteristics for Enoch Mgijima LM 


The spatial characteristics have not yet been determined. The municipality has not yet 
developed a Spatial Development Plan and is planning to do so during 2017/2018 financial year. 
The spatial development frameworks of the former municipalities expired before amalgamation 
and therefore cannot be used for this purpose. 


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8.9.5. Strategic Focus. 


The municipality will achieve the goal of economic development and job creation, whose 
outcome will be sustainable growth, poverty alleviation and better life for all by coordinating 
sustainable social and economic developmental initiatives. It will also do so by creating a 
conducive environment for business investment and growth for job creation. 

The municipality's focus areas on local economic development are the following: - 

a) SMME and Cooperatives Development. 

b) Agriculture and rural development. 

c) Tourism and heritage development. 

d) Industrial development. 

e) Local economic development. 

8.9.6. The Proposed Economic Corridors. 


The shape and form of local economic development within Enoch Mgijima LM will adopt a 
corridor approach for ease of development and coordination. 

The corridors have been identified as follows: - 

a) N6 Corridor - Komani 

b) R61 Corridor -Komani, Tarkastad Hofmeyer 

c) N6- R397 Development Corridor, Queenstown, Sterkstroom, Molteno 

d) N6-R67 Development Corridor, Queenstown, Whittlesea 


8. 9.6.1. The N6 - Komani Corridor. 


The corridors have been classified as follows: - 


Town 

Agricultural, agro- 
processing and forestry 

Manufacturing, 
construction and 
mining 

Tourism and 
hospitality 

Service, retail and 
logistics 

Komani 

Irrigation, game 
farming, aloe 

industrial business 
hub, hives, quarries, 
Ezibeleni industrial 
park 

Fishing, sport 
tourism, hotels 

Trading Stores, filling 
station, transport (taxi 
industry), Airdrome 


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The opportunities in this corridor are the following: - 


Komani 

1) 

Manufacturing potential (i.e. production, warehousing, break of bulk and 



transportation 


2) 

Business "tourism" (i.e. conferences, week-night accommodation and related 



services, etc.) 


3) 

Retail and business services 


4) 

Spatial Planning region change integrate Komani and Ezibeleni - Komani -Whittlesea 


The Economic Driver is the Revitalisation of the Komani Industrial Park linking this with 

Airdrome and Rail Development. 

The proposed corridor enablers are the following: - 

1) Reconsider the movement of waste management site and closure of the grave site. 

2) Development of the Komani Infrastructure Master Plan that will take into consideration 
(prescient planning), bulk infrastructure plan that can be uplifted to National Standards. 

3) Housing Development Needs (working class, middle class and others) this to look at 
integration of Ezibeleni to Komani 

4) Congestion of the already busy Cathcart Road - Motivate for N6 bypass to ensure smooth 
movement of transport 


8. 9. 6. 2. The R61 Development Corridor. 


The corridors have been classified as follows: - 


Town 

Agricultural, agro- 
processing and 
forestry 

Manufacturing, 
construction and 
mining 

Tourism and hospitality 

Service, retail and 
logistics 

Tarkastad 

meat processing 

None 

sports bar /tavern for 
township, B&B facilities in 
township, tour guides. 
Provision of more tourist 

attractions 

Transport business, 
revival of railway line 

Hofmeyer 

Sheep farming. 
Game Farming 

Cosmetic factory. 
Waste recycling 

Trophy Hunting 

transport business 


The opportunities in this corridor are the following: - 


Tarkastad 

Strengthen of Agriculture Activities focusing at Meat Value Chain, Fruit, 
Vegetable and Fodder and Unlock tourism potential 

Hofmeyer 

Sheep farming, hunting and agro-tourism related industries 


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8. 9.6. 3. The N6-R397 Development Corridor. 


The corridors have been classified as follows: - 


Town 

Agricultural, agro- 
processing and 
forestry 

Manufacturing, 
construction and 
mining 

Tourism and 
hospitality 

Service, retail and 
logistics 

Molteno 

Livestock Farming 
Lucerne Production 
Partridge hunting, 

clay brick making, 
coal mining, OUMA 
Rusk, Biltong Factory 
-Closed, Wind Farm 

tourist attraction 
battle fields, 
develop Molteno 
dam (picnic 
sites), spa- 
paradise 
(tourism) 

Trading Stores, filling 
station, transport (taxi 
industry) 

Sterkstroom 

tannery for hides, 
sheep, cattle, 
poultry and pigs, 
organic agricultural 
products, meat, 
wool processing 
plant, fresh market 

recycling waste 

Hunting tourism, 
catering, rock art 
tourism 

filling station 


The opportunities in this corridor are the following: - 

Molteno Strengthen of Agriculture Activities focusing at Meat Value Chain (Biltong Factory), Lucerne 
Hofmeyer production and ensure OUMA Rusk Stays. Identification of small industries that can create 
jobs 


8. 9.6.4. The N6-R67 Development Corridor. 


The corridors have been classified as follows: - 


Town 

Agricultural, agro- 
processing and 

forestry 

Manufacturing, 
construction and 

mining 

Tourism and 

hospitality 

Service, retail and 
logistics 

Whittlesea 

and 

Surrounding 

Villages 

Irrigation (Shiloh 
iry, Vine Yard) McBride 
and others 

Livestock -ZuluKama 

Industrial Complex - 
Dilapidated 

Agro-Tourism 

Potential 

Trading Stores, filling 
station, transport (taxi 
industry) 


The opportunities in this corridor are the following: - 



1) 

Expansion of Irrigation Potential by unlocking Oxkraal Dam - increase current 800 cow 
dairy to 1200 cows 

Whittlesea 

2) 

Expand 12ha vineyard at Shiloh to 40 ha and establish out growers 

3) 

Establish Milk pasturing plant and winery at Shiloh 


4) 

Expand Livestock Value Chain under Zulu-Kama and also look at opportunities to 
broaden commercial poultry and piggery 


5) 

Revitalise the Whittlesea Industrial Complex 


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8.9.7. LED Organisational Structure. 


Local economic development within Enoch Mgijima LM is located within the IPED Directorate. 
The directorate currently operates through a transitional organisational structure. There is 
currently no organogram except only for a placement organogram which has been created to 
accommodate LED officials from the former municipalities. 

the directorate is managed by an acting director and the critical posts have not been 
determined since amalgamation. The transitional organogram is attached to this document. 


8.9.8. Engagements with Business Formations. 


The Directorate engages local businesses through the following organised structures, which it 
has working relations with: - 

a) The Black Management Forum. 

b) Border Kei Chamber of Business. 

c) Lukhanji Business Forum. 


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9. IDENTIFICATION OF MUNICIPAL PRIORITY ISSUES 


The purpose of identifying ward priorities for the 5 Year IDP was to ensure a clear focus of municipal action on strategic municipality-wide 
priority issues, while at the same time ensuring that essential location and target group specific needs or problems will not be neglected. The 
priorities were identified through a public participation process that was led by Ward Councillors, supported by municipal administrative 
personnel. 

The following is a summary of the service delivery priorities identified per ward:- 

9.3. Service Delivery Priorities for Ward 1 


Ward 01 


Cllr. TUTWANA ZOLEKA- NONIBE COMMUNITY HALL 


Date of Collection 

06 March 2016-16 March 

2017 

Venue 


# 

Identified Priorities 

Identified Project 

Location 

1 

Human Settlements 

Construction of RDP Houses 

Ward 01 

2 

Water and Sanitation 

Access to clean water for all households 

Ward 01 

3 

Water and Sanitation 

Access to sanitation for all households 

Ward 01 

4 

Roads & Stormwater 

Construction of tar roads/ paving 

Ward 01 

5 

Electricity 

Access to electricity for all households 

Ward 01 

6 

Roads & Stormwater 

Construction and maintenance of stormwater drainage system 

Ward 01 

7 

Public facilities 

Construction and maintenance of community halls 

Ward 01 

8 

Public Parks 

Construction of parks for children and adults 

Ward 01 

8 

Sports and Recreation 

Construction of sports field in the ward 

Ward 01 

10 

Cemeteries 

Maintenance by Fencing the graveyard and provision of services in water and sanitation 



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9.4. Service Delivery Priorities for Ward 2 


Ward 2 

Cllr. THOLE MZWANDILE 

Community Hall - Hinge , Portion of Mabuyaze 


# 

Identified Priorities 

Identified Project 

Location 

1 

Water and Sanitation 

Provision of water to all households 

Ward 02 

2 

Roads and Stormwater 

Maintaining of Stormwater drainage system and calvets 

Ward 02 

3 

Water and Sanitation infrastructure 

Fixing of water leaks to save water 

Ward 02 

4 

Water and Sanitation infrastructure 

Sewer treatment and fencing of oxidation ponds 

Ward 02 

5 

Youth Development 

Develop programmes that seek to develop youth in the wards 

Ward 02 

6 

Human Settlements 

Construction of RDP Houses in accordance with the housing register 

Ward 02 

7 

Public facilities 

Construction of Community halls 

Ward 02 

8 

Cemeteries 

Maintenance, fencing and provision of water and sanitation services in the grave yard 

Ward 02 

9 

Agricultural Assets 

Fencing of the grazing camps 

Ward 02 

10 

Agricultural Assets 

Construction of a community dipping tank 

Ward 02 

11 

Land availability 

Provision/ Allocation of land for sites 

Ward 02 

12 

Underutilized assets in the ward (factories) 

Renovation of factories in the ward for job creation 

Ward 02 

13 

Public Health facilities 

Renovation of a public clinic in the ward 

Ward 02 


9.5. Service Delivery Priorities for Ward 3 


Ward 

3 

Cllr. NGONDO ZAMUXOLO 



# 

Identified Priorities 

Identified Project 

Location 

1 

Human Settlement 

Construction of RDP Houses 

Ward 3 

2 

Human Settlement 

Construction of RDP Houses 

Theya / Flap 


Agriculture 

Construction of irrigation schemes 


3 

Agriculture 

Develop and implement a strategy on how to provide support for the farmers e.g drought 
relief 

Ward 3 

4 

Human Settlement 

Construction of RDP Houses in the ward 

Ward 3 


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Roads , Stormwater and 
bridges 

Construction of a bridge 

Emampondweni 


Roads and Stormwater 

Construction of road 

From Emanzezulu to Koppies 


Roads and Stormwater 

Maintenance of provincial roads 

Ward 3 

5 

Roads and Stormwater 

Paving of roads in the ward 

Ward 3 

6 

Roads and Stormwater 

Maintenance of roads from Emampondweni to Elinge and at Emamfeneni 

Emampondweni, Elinge , 

Geya 

7 

Environmental Care 

Eradication of Lapesi 

Ward 3 


Electricity 

Provision of electricity to all households 

Polar Park & Emamfeneni 

8 

Electricity 

Installation of Highmast lights to reduce crime 

Ward 3 

8 

Community Halls 

Maintenance of a community Hall 

Ward 3 

10 

Community Safety 

Provision of SAPS in a satellite to reduce crime 

Ward 3 

8 

Library services 

Provision of library services 

Ward 3 

10 

Sport and recreation 

Construction of sport field 

Ward 3 

11 

Rural Development 

Implementation of programmes in support of rural development 

Ward 3 

12 

Early Childhood development 

Construction of ECDC 

Ward 3 


9.6. Service Delivery Priorities for Ward 4 


Ward 4 

Cllr. NGESI MZIKABAWO 


Hinge Community Hall 



# 

Identified Priorities 

Identified Project 

Location 

1 

Job creation 

Revival if Hinge Factories 

Hinge 

2 

Electricity 

Installation of High Mast lights 

AH areas at Hinge 

3 

Agriculture 

Training of youth in agricultural activities 

AH areas at Hinge 

4 

Water and Sanitation 

Distribution of Jojo tanks 

AH areas at Hinge 

5 

Community services 

Renovation of rent office 

Hinge 

6 

Human Settlements 

Construction of 2nd RDP Houses 

AH areas at Hinge 

7 

Cemeteries 

Fencing of Hinge grave yard 

Hinge 


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8 

Roads and stormwater 

Tarring of Hinge main road 

Hinge 

8 

Roads and stormwater 

Resurfacing of gravel road 

Unathi Mkhefa, Jaxa Drive and Bich Farm 

10 

Shopping and banking needs 

Construction of a mini shopping centre with ATM's 

AH areas at Hinge 

11 

Roads and stormwater 

Construction of stormwater drainage system 

AH areas at Hinge 

12 

Fuel 

Construction of a mini filling station between Hinge andEzibeleni 

AH areas at Hinge 

13 

Community facilities 

Maintenance and cleaning of community halls 

AH areas at Hinge 

14 

Agriculture 

Provision of livestock feed 

AH areas at Hinge 

15 

Sport and recreation 

Construction of sport fields 

AH areas at Hinge 

16 

Refuse removal 

Provision of rubbish bins to all households 

AH areas at Hinge 

17 

Community facilities 

Construction of Bich Farm 

Bich Farm 

18 

Needs for disaabled 

Provision of shelter for the disabled 

Hinge 

19 

Agriculture 

Construction of A shearing shed 

Bich Farm 

20 

Agriculture 

Renovation of shearing shed at Hinge 

Hinge 

21 

Agriculture 

Cleaning of water dams 

Hinge 

22 

Human Settlements 

Rectification of RDP Houses 

Hinge 

23 

Agriculture 

Identification of land for ploughing and provision of seeds 



9.7. Service Delivery Priorities for Ward 5 


Ward 05 

Cllr. BATYI ANDILE 

ZONE 3 COMMUNITY HALL 


# 

Identified Priorities 

Identified Project 

Location 

1 

Water & Sanitation 

Provision of water to all households 

Ward 05 

2 

Electricity 

Maintenance of high mast lights 

Ward 05 

3 

Electricity 

Maintenance of street lights for safety 

Ward 05 

4 

Human Settlements 

Construction of RDP Houses 

Ward 05 


Waste Management 

Rehabilitation of landfill site in the ward 

Ward 05 

5 

Waste Management 

Provision of refuse bags and bins to all households 

Ward 05 

6 

Unemployment rate 

Revive closed factories with a potential for job creation 

Ward 05 


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7 

Health Services 

Construction of a local clinic in the ward 

Ward 05 

8 

Police Services 

Construction of a police station in the wards 

Ward 05 

8 

Land Care 

Facilitate a dialogue with relevant sector departments on measures to mitigate soil erosion 

Ward 05 

10 

Law Enforcement 

Enforce bylaws to prevent stray animals 

Ward 05 


9.8. Service Delivery Priorities for Ward 6 


Ward 6 

Cllr. GWAMPI SIZA- ZONE 3 COMMUNITY HALL 



# 

Identified Priorities 

Identified Project 

Location 

1 

Human Settlements 

Construction of RDP Houses 

Ward 06 


Water and sanitation 

Connection of water closer to the settlements 

Informal Settlements in Ward 06 

2 

Water & Sanitation Infrastructure 

Maintain sewerage pipes to avoid sewerage spilling 

Ward 06 


Roads and Storm water 

Construction of access roads 

Informal Settlements in Ward 06 

3 

Roads and Stormwater 

Construct proper stormwater drainage system to control water 

Ward 06 

4 

Law enforcement 

Enforce bylaws to avoid stray animals 

Ward 06 

5 

Human Settlements 

Provision of basic service ( water, sanitation, electricity, houses) 

Informal Settlements in Ward 06 

6 

Community Parks 

Construction of a communty park (children and adults ) 

Zone 3 

7 

Electricity 

Replacement of electricity infrastructure as a permanent solution 

Ward 06 

8 

Electricity 

Maintenance of high mast lights 

Ward 06 

8 

Water 

Provision of Jojo tanks to households as a drought relief programme 

Ward 06 

10 

Waste Management 

Provide refuse bags and bins for households 

Ward 06 

11 

Transport services 

Construction of shelters at the bus/ taxi stop 

Ward 06 

12 

SMME Support 

Provision of space for a business center support 

Ward 06 

13 

Agriculture 

LED to properly organize the farmers 

Ward 06 

14 

Infrastructure for Agriculture 

Construction of shearing shed, dipping tank and fencing of grazing land 

Ward 06 


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9.9. Service Delivery Priorities for Ward 7 


NO 

Identified priorities 

Identified project 

location 

1 

electricity 

Provision of electricity for all households 

All areas 

2 

Roads and storm water 

Tarring of roads 

All areas 

3 

Roads and storm water 

Maintainance of drainage system by cleaning calberts 

All areas 

4 

Crime rate too high 

Establishment of CPF 

ematyotyombeni 

5 

electricity 

installation of high mast lights 

All areas 

6 

Human settlement 

Construction of houses according to the housing needs register since 1997 

All areas 

7 

Shopping needs 

Facilitate dialogue with relevant stakeholders for the construction of a shopping 
centre or a mall 

Ward 7 

8 

Water and sanitation 

Provision of sanitation services to all households 

All areas 

9 

Youth development 

Establish a youth centre to empower youth on business skills 

All areas 

10 

Basic services 

Provision of water; sanitation and electricity 

phakamisa 

11 

Human settlement 

Issuing of title deeds to all households 

All areas 

12 

Sport and recreation 

Constraction of a stadium 

Ward 7 

13 

Water and sanitation 

Replace Old pipes 

All areas 

14 

LED 

Revival of factories for job creation 

queendustria 






9.10. Service Delivery Priorities for Ward 8 


NO 

Identified priorities 

Identified project 

location 

1 

Storm water 

Construction of storm water drainage system & cleaning of calberts. 

Oliver Tambo 

2 

Paving of roads 

Paving of taxi roads 

Emafloweni; kwa 3 ecancele&oliver Tambo 

3 

Street lights 

Erection of high must lights 

All areas in a ward 8 

4 

Speed humps 

Construction of speed humps 

Zone 2 Hoho street 


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5 

Cleaning of the ward 

Clearing of dumping sites 

All areas in ward 8 

6 

Parks and playgrounds 

Fencing of parks; playgrounds & factories. 

All areas factories. 

7 

roads 

Resurfacing of roads& tarring of roads 

All areas in ward 8 

8 

Community hall 

Construction of a community hall 

All areas in ward 8 

9 

Human settlement 

Building of houses and rectification of RDP houses 

All areas 

Oliver Tambo 

10 

LED 

Construction of a nesary at siyakana garden project 


11 

Bridges for stormwater 

Building of bridges for storm water 

Oliver Tambo 

12 

Sanitation 

Provision of sanitation services 

All areas in a ward 

13 

Electricity 

Connection of electricity to all households 

All areas without electricity. 


9.11. Service Delivery Priorities for Ward 9 


NO 

Identified priorities 

Identified project 

location 

1 

Roads and storm water 

.fix potholes in the streets. 

2. upgrading of tylden street access to Queens view Park. 

3. resurfacing of roads. 

4. maintainance and cleaning of drainage system. 

Komani, Komani Street, Livingstone 
Street 

2 

electricity 

Maintainance of all street lights 

All areas 

3 

Local economic development 

Illegal business operating next to sunshine village 

Sunshine village 

4 

Local economic development 

Aerodrome development 

Ward 9 

5 

Local economic development 

Development of business site next to Caltex garage 

Ward 9 

6 

Entertainment facilities 

Facilitate development of an entertainment facilities 

Ward 9 

7 

Financial viability and land 
development 

Selling of prime land next to railway station & komani Park 

Ward 9 


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8 

Land development 

Cutting of red-tape on approval of building plans 

Ward 9 

9 

Land development 

Improving the rezoning scheme & turnaround time 

Ward 9 

10 

Financial viability 

Proper management of council properties to ensure they generate 
income 

Sandriham sportfield 

11 

Municipal services 

Cleaning of public open spaces 

Ward 9 

12 

Municipal services 

Building of parks in all areas 

Ward 9 

13 

Municipal services 

Control of stray animals 

Ward 9 

14 

Municipal services 

Closing of all illegal dumping sites and putting a signage 

Ward 9 

15 

Safety and security 

Prevent mushrooming of taxi ranks in komani 

Ward 9 

16 

Safety and security 

Facilitate a dialogue with relent parties for the development of a 
crime prevention strategy because of high crime levels 

Ward 9 

17 

Safety and security 

Closing of illegal road between dalindyebo & kingsview Park 

Ward 9 

18 

Safety and security 

Putting up speed humps and cameras 

Ward 9 

19 

unemployment 

Consider local unemployed graduates when there are job 
opportunities. 


20 

beautification 

Paving of side walks 

Ward 9 


9.12. Service Delivery Priorities for Ward 10. 


NO 

Identified priorities 

Identified project 

location 

1 

potholes 

Fixing potholes in streets 

Ward 10 

2 

roads 

Resurface Livingstone street 

Ward 10 

3 

Drainage system 

Fix all drainage systems and keep it clean 

All areas 

4 

streetlights 

Fix all street lights and poles 

All areas 

5 

cemetery 

Fencing of cemetery 

cemetery 

6 

speedhumps 

Install speedhumps 

kingspark 

7 

cleaning 

Clean all public parks and open spaces 

All areas 

8 

cleaning 

Cut and clean pavements and repair curbings 

All areas 

9 

roads 

Tarr the road connecting kingspark with top town pass the game reserve 

kingspark 

10 

fencing 

Repair all fences around the surburbs to keep out stray animals. 

All areas 

11 

Traffic signs 

Fix all traffic lights and road signs 

All areas 

12 

Road signs 

Paint road signs;poles and bridges 

All areas 


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13 

roads 

Grade and maintain all gravelroads on regular basis 

All areas 

14 

Street names 

Repair and fix streetnames 

All areas 

15 

gravelroads 

Clear road reserves on gravelroads 

All areas 


9.13. Service Delivery Priorities for Ward 11 


Ward 11 

CLLR.MBASANA PIA XOLISWA 


Identified Priorities 

Identified Project 

Location 

Ward 11 

Roads & storm water: 

Surfacing of internal roads in Mlungisi 

Mlungisi 

1 

Roads & storm water: 

Maintenance of storm water drains 

Mlungisi 

2 

Water & sanitation 

Provision of sanitation facilities in New Rest 

New Rest 

3 

Water & sanitation 

Upgrading of sewerage system in Mlungisi 

Mlungisi 

4 

Human settlements 

Issuing of title deeds for owners of old council houses 

Ward 11 

5 

Human Settlements 

Provision of adequate housing for back-yard dwellers. 

Ward 11 

6 

Human Settlements 

Eradication of (Nkwanca) informal settlements (in-situi) 

Ward 11 

7 

Health care services 

Extension of clinic (waiting area) 

Ward 11 

8 

Health care services 

Improvement of ambulance response time 

Ward 11 

9 

Municipal services 

Cleaning of public open spaces & cutting of grass 

Ward 11 

10 

Municipal services 

Improvement of refuse collection services 

Street lighting 

Ward 11 

11 

Safety & security 

Fighting crime and drug abuse 

Ward 11 


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12 

Safety & security 

Visibility of police officers 

Ward 11 

13 

Safety & security 

Provision of speed calming measures in Pelem & Dalamba street 

Pelem and Dalamba 

Streets 

14 

Law enforcement 

Control of stray animals & dogs attacking people (2 killed) 

Ward 11 

15 

Unemployment 

Rotation of labour in development projects & EPWP 

Ward 11 


9.14. Service Delivery Priorities for Ward 12 


Ward 12 

Cllr. MGOQI BULELANI 

# 

Identified Priorities 

Identified Project 

Location 

1 

Roads & Stormwater 

Construction of roads (to be tarred) 

Ward 12 

2 

Human Settlements 

Construction of Housing Units 

Ward 12 

3 

Water & Sanitation infrastructure 

Maintenance of sewerage pipes 

Ward 12 

4 

Electricity 

Provision of sufficient electricity supply 

Ward 12 

5 

Electricity 

Maintenance of street lights 

Ward 12 


9.15. Service Delivery Priorities for Ward 13 


WARD 13 - CLLR . ADONIS ONGAMA 

Ashley Wynegaardt 

Identified Priority 

Identified Project 

Proje 

ct 

Location 

Electrify 

Replace old infrastructure and place it underground 


Ward 13 

Electrify 

Replace all faulty electricity boxes 


Ward 13 

Roads and Stormwater 

Paving of the Main Road 


Sabata AND 

Newvale 

Waste Management 

Containers to be places in all Illegal dumping sites 


Ward 13 

Street Identification 

Placing of Street names 


Sabata 


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Dalindyebo 

Parks 

Construction of parks (adults and children) 


Sabata and 

Newvale 

Stormwater Drainage 

Maintenance of stormwater drainage system 


Newvale 

Stormwater Drainage 

Construction of stormwater drainage system 


Sabata 

Agricultural assets 

Cleaning of a dam in Newvale 


Newvale 

Electrity 

Maintainace of High mast lights 


Ward 13 

Unemployment 

Fair distribution of employment opportunities in all areas 


Ward 13 

Water & Sanitation 

Cleaning of water metres 


Ward 13 

Public Health services 

Facitate dialogue with DOH for the extension of clinic, to service the new developments 
around the ward 


Ward 13 

Sabhunge Mining 

Facilitate a dialogue with relevant authorities so that local people can benefit in the 
project 


Behind Newvale 

Waste Management 

Regular cleaning of illegal dumping sites/ Campaigns that seek to reduce illegal dumping 


Masakhane Area 

Roads and Stormwater 

Newvale & Sabata roads to be paved / tarred 


N ewvale and 

Sabata 

Education Training & 

Development 

Construction of a Primary School 


Sabata 

Early Childhood Development 

Identification of a site for the construction of an ECD Center 


Ward 13 

Education Training & 

Development 

Construction of a skills development center 


Ward 13 

Sport & Recreation 

Upgrading of Dumpy Adams sportfield to cater for all sporting codes (multipurpose 
center ) 


Dumpy Adams 

unemployment and Free Basic 
Services 

Develop and review indigent register (rebate on services such as electricity ) 




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9.16. Service Delivery Priorities for Ward 14 


NO 

Identified priorities 

Identified projects 

location 

1 

Housing 

Construction of RDP houses & rectification of existing houses. 

1. Joe slovo 

2. V section 

3. Unifound 

4. Unifound rectification 

5.Sintu Pika rectification 

2 

Stormwater control 

Provision of proper drainage system and maintenance 

1. Unifound 

2. Khayelitsha 

3.Sintu Pika [Mbeki] 

3 

Roads 

Resurfacing and tarring of roads 

l.Sintu Pika 

2. Khayelitsha 

3. Unifound 

4 

Proper sanitation 

Provision of proper sanitation services 

1. Joe slovo 

2. V section 

5. 

Access to clean water 

Connection to clean tap water 

1. Joe slovo 

2. V section 

6 

Community hall 

Expansion & Renovation of the existing hall 

l.Suntu Pika support centre 
community hall 

7 

Refuse removal and dumping sites 

Refuse removal and cleaning of dumping sites 

All areas 

8. 

Public amenities 

Construction of Parks & playgrounds for kids 

l.Suntu Pika[behind] 

2. Khayelitsha [church] 

9 

Sporting facilities 

Construction of a netball field 

l.Next to suntu Pika support centre 

10 





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9.17. Service Delivery Priorities for Ward 15 


NO 

Identified priorities 

Identified projects 

location 

1 . 

Community halls 

Construction of a hall 

Sintu Pika 

2. 

Housing 

Building and rectification of houses 

l.Sintu Pika 

2.Nomzamo 

3. 

Stormwater control 

Provision of proper drainage system and maintenance 

All areas 

4. 

Access to electricity 

Connection of electricity to households 

l.Suntu Pika 

2. All outstanding areas 

5. 

Roads 

Resurfacing; paving and tarring of roads 

All areas 

6. 

Proper sanitation 

Provision of proper sanitation to households 

All areas 

7. 

Public amenities 

Provision of parks and playgrounds for kids 

1. Magxaki 

2. Eskom 

3. Nomzamo 

4. Sintu Pika 

8. 

Sporting fields 

Construction of playing fields 

l.Nomzamo 

9. 

Refuse removal 

Removal of household refuse and cleaning of dumping sites 

l.Sintu Pika and all areas affected. 

10. 

Education 

Building of a library 

Ward 15 






9.18. Service Delivery Priorities for Ward 16 


Ward 

16 

Cllr. RANI BULELWA- MPENDULO COMMUNITY HALL 


# 

Identified Priorities 

Identified Project 

Location 

1 

Roads & Stormwater 

Resurfacing and tarring of the main road 

Ward 16 

2 

Roads & Stormwater 

Construction of stormwater drains 

Komani Haight and 

Ezigingqini 

3 

Human Settlement 

Construction of RDP Houses and eradication of informal settlements 

Silvertown 

4 

Electricity 

Provision of electricity to all households 

Polar Park 

5 

Agricultural assets 

Provision of camps to small farmers 

Ward 16 


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6 

Youth development 

Construction of youth development center with sporting facilities 

Ezinyoka 

7 

Roads & Stormwater 

Construction of speed humps for the safety of our community 

Ward 16 

8 

Waste Management 

Rehabilitation of dumping sites and containers to be placed in illegal dumping 
sites 

Ward 16 

8 

Food security 

Provision of a site for gardening 

Nkululekweni 

10 

Transport 

Provision of scholar transport service for the children in the ward 

Ward 16 

11 

Water & Sanitation 

Maintenance of toilets at Polar Park 

Polar Park 

12 

Public Safety/ Law and order 

Development of a Crime Prevention strategy working with relevant 
stakeholders 

Ward 16 

13 

Electricity 

Maintenance of High mast lights 

Ward 16 

14 

Sport & Recreation/ Public 

Facilities 

Development and maintainace of Mlungisi Stadium 

Mlungisi Stadium 

15 

Township beautification 

Township beautification (paving, greening/ flowering) 

Ward 16 

16 

Public Health 

Construction of a clinic in the wards 

Ward 16 

17 

Roads & Stormwater 

Maintenance of roads and removal potholes 

Wes bourne 


9.19. Service Delivery Priorities for Ward 17 


Ward 

17 


Cllr.MBENGO MNCEDISI 

Location 


Identified Priorities 

Identified Project 


1 

Roads & storm water 

Surfacing of internal roads in Mlungisi 

Mlungisi 

2 

Roads & storm water 

Maintenance of storm water channels 

Ward 17 — Mzinigisi Skweyiya 

3 

Electricity: 

Provision of street lighting 

- Mzingisi Skweyiya 

4 

Electricity: 

Improvement of response time on electricity outages 

- Mzingisi Skweyiya 

5 

Municipal Services 

Improve access to services by people with disabilities 

Mzingisi Skweyiya 

6 


Bring municipal services pay-points closer to the communities 

Mzingisi Skweyiya 


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Municipal Services 

Cleaning of public open spaces 

Mzingisi Skweyiya 

8 

Municipal Services 

Improvement of refuse removal services 

Mzingisi Skweyiya 

9 

Municipal Services 

Improve access to fire -fighting services for all residents 

Mzingisi Skweyiya 

10 

Human settlements 

Eradication of informal settlements Nkwanca & Joghburg 

Mzingisi Skweyiya 

11 

Health care services 

Extension of Philani Clinic with adequate waiting area 

- Mzingisi Skweyiya 

12 

Health care services 

Improvement of quality of service at Frontier hospital 

Mzingisi Skweyiya 

13 

Health care services 

Improvement of quality of service at Frontier hospital 

Mzingisi Skweyiya 

14 

Local Economic Development 

Capacitate SCM unit to be able to appoint capacitated services 
providers to avoid inferior workmanship 

Mzingisi Skweyiya 

15 

Local Economic Development 

Giving preference to local contractors to support LED 

Mzingisi Skweyiya 



Opening of employment opportunities to unemployed graduates 

Mzingisi Skweyiya 

16 

Local Economic Development 

Small-town revitalization for Mlungisi 

Mzingisi Skweyiya 

17 

Local Economic Development 

Funding support for recycling project 


18 

Human settlements 

Eradication of mud houses in Bhede - Mlungisi 

Bhede - Mlungisi 

19 

Safety & security 

Building of Mlungisi police station on the new site next to Inkwanca 
High school and improve SAPS inefficiency 

Mlungisi 

20 

Fuel Needs 

Building of a filling station 

Mlungisi 

21 

Education training and 
Development 

Municipality to investigate provision of bursary schemes for scarce 
skills 



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9.20. Service Delivery Priorities for Ward 18 


Ward 

18 

Cllr. MLINDAZWE UNATHI 

# 

Identified Priorities 

Identified Project 

Location 

1 

Roads 

Paving of Lesseyton Main Road 

Lesseyton 



Paving of Zola Main Road 

Zola 



Paving of Ekuphumuleni Main Road 

Ekuphumuleni 



Regravelling of Uzingquthu Access Road 

Uzingquthu 



Paving of Tabata and Xuma Main Road 

Tabata and Xuma 



Access Roads to the earth dams and grazing Camps 

Uzingquthu Village 



Access Roads to the earth dams and grazing Camps 

Tabata and Xuma Village 



Access Roads to the earth dams and grazing Camps 

Lesseyton Village 



Access Roads to the earth dams and grazing Camps 

Zola Village 



Access Roads to the earth dams and grazing Camps 

Ekuphumuleni Village 

2 

Stormwater 

Construction of stormwater channels on main road at Lesseyton Village 

Lesseyton 



Construction of stormwater channels on main road at Zola Village 

lesseyton 



Construction of stormwater channels on main road at Ekuphumuleni village 

Ekuphumuleni Village 



Construction of stormwater channels on main road at Tabata and Xuma village 

Tabata and Xuma 

3 

Bridges 

Construction of low level bridges 

Uzingquthu 

4 

Streetlights 

Installation of Highmast 

Uzingquthu Village 



Installation of Highmast 

Tabata and Xuma Village 



Installation of Highmast 

Lesseyton Village 



Installation of Highmast 

Zola Village 



Installation of Highmast 

Ekuphumuleni Village 

5 

Water 

Installation of waterlines/pipes 

Uzingquthu Village 



Installation of waterlines/pipes 

Zola and Ezinyoka 



reconstruction of old Windmills and earth dams 

Uzingquthu Village 


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reconstruction of old Windmills and earth dams 

Tabatha and Xuma Village 



reconstruction of old Windmills and earth dams 

Lesseyton Village 



reconstruction of old Windmills and earth dams 

Zola Village 



reconstruction of old Windmills and earth dams 

Ekuphumuleni Village 

6 

Cemeteries 

Fencing of Old Cemeteries 

Uzingquthu Village 



Fencing of Old Cemeteries 

Tabatha and Xuma Village 



Fencing of Old Cemeteries 

Lesseyton Village 



Fencing of Old Cemeteries 

Zola Village 



Fencing of Old Cemeteries 

Ekuphumuleni Village 

7 

Community Hall 

Construction of Community halls 

Uzingquthu Village 

8 

Agriculture 

Construction Sharing Sheds 

Zola Village 



Fencing of grazing Camps 

Lesseyton 



Fencing of grazing Camps 

Zola Village 



Fencing of grazing Camps 

ekuphumuleni village 



Fencing of grazing Camps 

tabatha and Xuma 



V-Gate on N6 roads 

Lesseyton 



V-Gate on N6 roads 

Zola Village 

9 

Sport Fields 

Construction of Sport Fields 

Lesseyton 

10 

Education 

Construction of Ikhwezilokusa Pre-school 

Lesseyton 


9.21. Service Delivery Priorities for Ward 19 


Ward 19 

Cllr. MGEDEZI MONELWA 



# 

Identified Priorities 

Identified Project 

Location 

1 

Water & Sanitation 

Provision of bulk water supply 

Ward 19 

2 

Roads & Stormwater 

Construction of stormwater drains to collect water 


3 

Roads & Stormwater 

Resurfacing and tarring of roads 



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4 

Land availability/ development 

Surveying for allocation of sites 


5 

Human Settlements 

Construction of RDP Houses 


6 

Community facilities 

Construction of community halls 


7 

Agricultural Infrastructure 

Fencing of grazing camps 


8 

Cemetries 

Fencing of graveyards and provision of water and sanitation services 


8 

Agricultural Infrastructure 

Cleaning of dams 


10 

Agricultural Infrastructure 

Provision and rehabilitation of irrigation schemes 


11 

Education Training & Development 

Construction of schools in the ward 


12 

Health Services 

Provision of a mobile clinic 

Poplar Groove 

13 

Electricity 

Maintainance of High mast lights 


14 

Agricultural Infrastructure 

Construction of a shearing shed 

Brakloof 


9.22. Service Delivery Priorities for Ward 20 


Ward 20 

TIWANA AYANDA 

DATE: 08/03/2017 

VENUE: KAMASTONE 

# 

Identified Priority 

Identified Project 

Location 


Water and Sanitation 

Provision of water to all household 

Ward 20 


Roads, stormwater and Bridges 

Construction of Mceula Bridge 

Mceula 

1 

Roads, stormwater and Bridges 

Construction of Bulihoek Bridge 

Bulihoek 

2 

Water for farming 

Provision of Water for farming activities 

Ward 20 

3 

Roads, stormwater and Bridges 

Construction of Stormwater drains 

Ward 20 

4 

Tourism and Heritage 

Preservartion of Bulihoek Site 

Bulihoek 

5 

Agricultural needs 

Production of fodder and feedlot 

Bothashock 


Agricultural Infrastructure 

Fencing of the grazing capms in the wards 

Ward 20 

6 

Agricultural Infrastructure 

Cleaning of dams across the ward 

Ward 20 


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Public health facilities 

Renovation of a Clinic 

Ward 20 

8 

Public Facilities 

Construction of Merino Walk Community hall 

Merino Walk 

8 

Roads, stormwater and Bridges 

Management of stormwater drainage 

Merino Walk 

10 

Roads, stormwater and Bridges 

Construction and maintainance of roads 

Ward 20 

11 

Electricity 

Intallation of High Mast Lights 

Ward 20 

12 

Roads, stormwater and Bridges 

Construction of roads 

Nkululeko 

13 

Roads, stormwater and Bridges 

Construction of roads 

Mbilini 

14 

Local Economic Development 

activities that promote youth economic empowerment 

Ward 20 

15 

Learners with Special Needs 

Construction of a special school for the disabled 

Ward 20 

16 

Women Empowerment 

Provide funding for wome's project 

Ntabelanga 

17 

Public Transport 

Provision of a bus as a form of public transport 

Mchewula 


9.23. Service Delivery Priorities for Ward 21 


War 

d 21 

CLLR. QOMOYI NOMATHAMSANQA 

10-Mar-17 

# 

Identified 

Priority 

Identified Project 

Location 

1 

Agricultural 

Infrastructure 

Construction of a multipurpose shearing shed with venues for 
war room and public meetings and pensioners can use it. 

Zweledinga, Mbekweni, Dyamala, Shiloh, Oxton, Ngojini, 

Lower & Upper Diphala, Gala Water, Sibonile, Clemont 

2 

Agricultural 

Infrastructure 

Fencing of grazing camp and hiring of rangers 

Zweledinga, Mbekweni, Dyamala, Shiloh, Oxton, Ngojini, 

Lower & Upper Diphala, Gala Water, Sibonile, Clemont 

3 

Electricity 

Installation of High mast lights 

Zweledinga, Mbekweni, Dyamala, Shiloh, Oxton, Ngojini, 

Lower & Upper Diphala, Gala Water, Sibonile, Clemont 

4 

Human 

Settlement 

Provision of temporary shelter for the victims of disaster 

Zweledinga, Mbekweni, Dyamala, Shiloh, Oxton, Ngojini, 

Lower & Upper Diphala, Gala Water, Sibonile, Clemont 

5 

Human 

Settlement 

Construction of RDP Houses 

Zweledinga, Mbekweni, Dyamala, Shiloh, Oxton, Ngojini, 

Lower & Upper Diphala, Gala Water, Sibonile, Clemont 

6 

Roads and 

Stormwater 

Construction of stormwater drainage 

Zweledinga, Mbekweni, Dyamala, Shiloh, Oxton, Ngojini, 

Lower & Upper Diphala, Gala Water, Sibonile, Clemont 


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7 

Cemetries 

Fencing of cemetries in all our communities 

Zweledinga, Mbekweni, Dyamala, Shiloh, Oxton, Ngojini, 

Lower & Upper Diphala, Gala Water, Sibonile, Clemont 

8 

Roads and 

stormwater 

Construction of Access roads in our areas 

Zweledinga, Mbekweni, Dyamala, Shiloh, Oxton, Ngojini, 

Lower & Upper Diphala, Gala Water, Sibonile, Clemont 

8 

Roads and 

stormwater 

Construction of tar road (RA60 ) 

Dyamala to Kartberg 

10 

Water and 

sanitation 

Refurbishment of water system and conversion of diesel engine 
to electricity 

Zweledinga, Mbekweni, Dyamala, Shiloh, Oxton, Ngojini 

11 

Agricultural 

Infrastructure 

Upgrading of dams 

Zweledinga, Mbekweni, Dyamala, Shiloh, Oxton, Ngojini 

12 

Roads , 

stormwater and 
bridges 

Construction of bridges 

Between Oxton and Mbekweni, Galawater, Sibonile, 
Zweledinga, River between Dyamala and Mthbazo, Ngojini 

13 

Sport and 
Recreation 

Construction of a multipurpose sport facility for all codes 

Mbekweni next to Zimele for the entire ward 

14 

Network 

connection 

Upgrading/ Installation of a network pole in these areas 

Sibonile, Galawater, Diphal 

15 

Electricity 

Electrification of all households 

Galawater, Temporary houses in Shiloh 

16 

Agricultural 

Infrastructure 

Construction of a dipping tank for all cows and sheep 

All villages 

17 

Agricultural 

needs 

Provision of culverts 

All villages 

18 

Sanitation 

Provision of sanitation needs (the old ones are full ) 

Zweledinga, Mbekweni, Dyamala, Shiloh, Oxton, Ngojini 

19 

Community Hall 

Construction of community Halls 

All villages 

20 

Community 

Parks 


All villages 


9.24. Service Delivery Priorities for Ward 22 


Ward 22 

Cllr. VELAPHI MBONGENI 

# 

Identified Priorities 

Identified Project 

Location 

1 

Roads and Stormwater 

Construction and maintenance of roads 

Ward 22 


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2 

Water & Sanitation 

Provision of water to all households 

Ward 22 

3 

Water & Sanitation 

Provision of toilets to all households 

Ward 22 

4 

Agricultrural Infrastructure 

Fencing of grazing camps in the area 

Ward 22 

5 

Environmental Care 

Removal of Lapesi in the ward 

Ward 22 

6 

Agricultrural Infrastructure 

Provision os dams and boreholes 

Ward 22 

7 

Human Settlements 

Construction of RDP Houses 

Ward 22 

8 

Sports and Recreation 

Construction a sports field/ facility for all codes 

Ward 22 

8 

Communication 

Facilitate a dialogue with relevant parties for a network pole 

Ward 22 

10 

Public Health 

Facilitate a dialogue with Department of health for doctors to be placed in the hospital 

Ward 22 

11 

Early Childhood development 

Provision of a daycare centers in the wards 

Ward 22 

12 

Roads and Stormwater 

Construction of water channels to control water 

Ward 22 

13 

Public Health 

Construction of Clinics close to the communities 

Ward 22 

14 

Public facilities 

Construction of Community Hall 

Ward 22 

15 

Electricity 

Installation of highmast lights for 

Ward 22 


9.25. Service Delivery Priorities for Ward 23 


Ward 23 

Kepeyi Lubabalo 

Datel0:03:2017: 

Venue Ekuphumleni Community hall 

# 

Identified Priority 

Identified Project 

Location 

1 

Roads & Stormwater 

Speed humps on the tar road 

Ward 23 

2 

Human Settlement 

Housing /Rectification 

Ward 23 

3 

Roads & Stormwater 

Paving of the main Road 

Ward 23 

4 

Sports and Recreation 

Construction of Sports fields in the ward 

Ward 23 

5 

Roads & Stormwater 

Construction and maintenance of Road and Storm water 

Ward 23 

6 

Electricity 

Installation of High mast lights 

Mabuyaze 

7 

Land Invasion 

Provision of Commonage to reduce Land invasion 

Ward 23 


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8 

Cemeteries 

Fencing of cemeteries with a sustainable material 

Ward 23 

9 

Public Health Services 

Hospital (need urgent intervention from the department of Health. Due to power service's at the 
Hospital.) 

Ward 23 

10 

Water & Sanitation 

Provision of water to all households 

Ward 23 

11 

Roads & Stormwater 

Taring of main roads in township 

Ward 23 


Payment of municipal services 

Conduct data cleansing in the billing sysytem for the accounts 

Ward 23 


9.26. Service Delivery Priorities for Ward 24 


NO 

Identified priorities 

Identified projects 

location 

1 . 

Roads 

Resurfacing of access roads and tarring of main roads 

All areas 

2. 

Storm water control 

Provision of storm water drainage 

All areas 

3. 

Human settlement 

Construction of RDP houses 

All areas 

4. 

Electricity 

Provision of sustainable electricity supply for all households 

All areas 

5. 

Human settlement 

Issuing of title deeds for all outstanding households 

All areas 

6. 

Youth development 

Construction of youth development centre 

All areas 

6. 

Provision of health services 

Facilitate a dialogue with the DOH for doctors at Hewu hospital 

Ward 24 

7. 

Grave sites 

Fencing of grave yards and provision of security guards 

Ward 24 

8. 

Disaster management 

Provision of firefighting services 

Ward 24 

9. 

Agricultural infrastructure 

Construction of dipping tanks and fencing grazing camps 

Ward 24 

10. 

Street lights 

Construction of high mast lights 

Ward 24 

11. 

Water and sanitation 

Provision of clean water and proper sanitation in the villages 

Ward 24 


9.27. Service Delivery Priorities for Ward 25 


Priorities for this ward were combined with those of Ward 24, they are not specific to the ward, the Councillor must undertake this process 
again. 


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9.28. Service Delivery Priorities for Ward 26 


Ward 

26 

Cllr. MADUBEDUBE PAPAMA 

# 

Identified Priorities 

Identified Project 

Location 

1 

Land Ownership 

Transfer of land from other departments 

Entire Ward 

2 

Equipment for infrastructure 

Purchase of equipment (Plants & Graders ) 

Entire Ward 

3 

Water and Sanitation 

1. Provision of water 2. Fixing of leakages 


4 

Roads and Storm water 

1. Construction of roads (tarred road ) 


5 

Roads and Stormwater 

2. Maintenance of gravel Roads 

Nqolobeni, EXT 4 


Roads and Stormwater 

Construction of speed humps 

Ekuphumleni, Zone 2 


Roads and Stormwater 

Paving 

Zone 2 

6 

Roads and Stormwater 

3 . Installation of water channels and storm water 

EXT 4 

7 

Electricity 

Installation of High Mast lights and provision of street lights 


8 

Housing 

Provision of RDP Houses, Middle income and Rental type 


9 

Youth Center 

Construction of a multipurpose center (All Sport and Education ) 

Zone 1 

10 

Library services 

Construction of a library center next to gymnasium or KM 

Next to Gymnasium/KM 

11 

SMME Support Center Construction of 
SMME Support Center 

Renovation and upgrading of existing building 

Dongwe 

12 

Office Space 

Construction of office space 

Whittlesea CBD/ Next to 
Hospital 

13 

Agricultural infrastructure 

Construction of dipping tanks 

Dongwe & Nqolobeni, EXT 4 

14 

Shopping Center 

Construction of a shopping center 

Whittlesea CBD 

15 

SPU 

Mainstreaming of SPU initiatives (youth, women etc) 

Entire Ward 

16 

Agricultural infrastructure 

Rehabilitation of Dams and provision of grazing land 

Dongwe & Nqolobeni, EXT 4 

17 

Agricultural infrastructure 

Construction of shearing shed and windmills 

Dongwe & Nqolobeni 

18 

Community facilities 

Construction of Parks (adults and children) 


19 

Tittle deeds 

Issuing of title deeds 

Ex 2 and 4, Dongwe 

20 

Water and Sanitation 

Installation, Upgrading and fixing of water metres 

Entire Ward 


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21 

High levels of Unemployment 

Creation of a conducive environment for permanent jobs 

Entire Ward 

22 

Public Transport 

Construction of a Taxi Rank 

Whittlesea CBD 

23 

Public amenities (Cemetery) 

Upgrading of a cemetery (Fencing, Public toilets, storage rooms) 

Dongwe, EXT 2 and 4 

24 

WSU Accommodation needs 

Facilitate dialogue with WSU for land suitable for accommodation 

Whittlesea CBD 

25 

Office (Hewu and Township) 

Establish an office for Hewu and Township units 

Hewu and Township 

26 

Infrastructure for vulnerable groups 

Establishment of a centre to accommodate victims of rape, domestic 
abuse etc. 

Whittlesea CBD 

27 

Early Childhood development 

Upgrading of existing infrastructure for ECD 

EXT 4 


9.29. Service Delivery Priorities for Ward 27 


Ward 27 

Cllr. KOLTANA UNDUE 

# 

Identified Priorities 

Identified Project 

Location 

1 

Bridge 

Pedestrian Crossing Bridge 

Old Location 

2 

Roads 

Paving of main Streets 

Zwelitsha Location 



Paving of main Streets 

Phumla Mqeshi Location 



Paving of main Streets 

Zola Location 



Paving of main Streets 

Old Location 



Surfacing of Taxi Routes 

Zwelitsha Location 



Surfacing of Taxi Routes 

Phumla Mqeshi Location 



Surfacing of Taxi Routes 

Zola Location 



Surfacing of Taxi Routes 

Sterkstroom Town 



Side Walks 

Sterkstroom Area 

3 

Housing 

Phases Three Houses 

Sterkstroom 



Revitalization of Old Houses 

Old Location 

4 

Community Parks 

Community Parks 

Phumla Mqeshi Location 



Community Parks 

Sonwabile Location 



Community Parks 

Zwelitsha Location 


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5 

Stormwater 

Stormwater Drains and Channels 

Sterkstroom Town 

6 

Youth Centre 

Youth Centre 

Phumla Mqeshi Location 

7 

Police Station 

Building of a New Police Station 

Sterkstroom Town 

8 

Library 

Building of a New Library 

Phumla Mqeshi Location 

9 

Shopping Centre 

Building of Shopping centre 

Sterkstroom Town 

10 

Bank 

Building of Mini Bank 

Sterkstroom Town 

11 

School 

TVET Collage 

Sterkstroom Town 



Computer Tutor 

Siyaphakama Secondary School 

12 

Agriculture 

Farming Land 

Sterkstroom Area 



Fencing of Commonage 

Sterkstroom 



Dipping Tanks 

Sterkstroom 



Feedlot 

Sterkstroom 



Jojo Tanks 

Sterkstroom 



Reviving of Community Projects 

Sterkstroom 


9.30. Service Delivery Priorities for Ward 28 


Ward 28 

Cllr. MKHUBUKELI LUFELE XOLISWA 

# 

Identified Priorities 

Identified Project 

Location 

1 

Electricity 

Electrification of Airstrip Area/ house connections 

Airstrip area 



Installation of Flighmasts (Streetlights) 

Nkululeko Area 



Installation of Flighmasts (Streetlights) 

Phumlani Area 



Installation of Flighmasts (Streetlights) 

Phelandaba Area 



Installation of Flighmasts (Streetlights) 

Nceduluntu Area 



Installation of Flighmasts (Streetlights) 

Dennekrain Area/ Longevage 

2 

Roads 

Paving of Main Roads 

Molteno Hospital 



Paving of Main Roads 

Nkululeko Area 



Paving of Main Roads 

Nceduluntu Area 


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Paving of Main Roads 

Airstrip area 



Paving of Main Roads 

Mpumelelo Street 



Paving of Main Roads 

Phumlani Area 



Paving of Main Roads 

Mbulelo Street 



Paving of Main Roads 

Dennekrain Area/ Longevage 

3 

Stormwater 

Construction of Stormwater channels on main roads 

Ndevana Street 



Construction of Stormwater channels on main roads 

Nceduluntu Area 



Construction of Stormwater channels on main roads 

Nkululeko Area 

4 

Community Hall 

Construction of Community Hall 

Nkululeko Area 



Renovation of Molteno Town Hall 

Molteno Town 



Multi-purpose Centre 

Airstrip area 

5 

Water 

Expansion Water Reservoir 

Molteno Town 

6 

Social Development 

Construction of Old Age Home 

Airstrip area 

7 

Fencing 

Fencing Dam and Partitioning of Airstrip and Nkululeko Areas with R56 

Hospital Dam, Nkululeko and Airstrip 

8 

Education 

Construction of Nceba Public school 

Nceba 


9.31. Service Delivery Priorities for Ward 29 


Ward 29 

Cllr. YEKANI THEMBINKOSI 

# 

Identified Priorities 

Identified Project 

Location 

1 

Roads 

Paving of Main Streets 

Old Location 

2 


Paving of Main Streets 

Y-Section 

3 


Paving of Main Streets 

J- Section 



Paving of Main Streets 

Z-Section 

4 


Paving of Main Streets 

Nomonde Location/Mdantsane Area 

5 


Paving of Main Streets 

Zelitsha Location 

6 

Electricity 

High Mast Lights/Streetlights 

Old Location 

7 


High Mast Lights/Streetlights 

Nomonde Location/Mdantsane Area 


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8 


High Mast Lights/Streetlights 

Zelitsha Location 

8 


High Mast Lights/Streetlights 

Z-Section 

10 

Wheelie Bins 

Procurement 2000 Wheel Bins 

Ward 29 

11 

Agriculture 

Livestock Site 

Molteno 

12 

Storm water 

V drains, water Channels and Kerbing 

Mpinda street 

13 


V drains, water Channels and Kerbing 

Hayiya Street 

14 


V drains, water Channels and Kerbing 

Zola Street 

15 

Licence testing station 

Completion of Licence Testing station 

Molteno Town 

16 

Skills Development Centre 

Construction of Skills Development Centre 

Ward 29 

17 

Youth Development 

Construction of Multipurpose Centre 

Ward 29 

18 

Parks 

Construction of Mini Park 

Nomonde Location/Mdantsane Area 

19 


Construction of Mini Park 

Y-Section 

20 


Construction of Mini Park 

Old Location 

21 


Construction of Mini Park 

Z-Section 

22 

Water 

Upgrading of Water works Reservoir 

Molteno Town 

23 

Cemetery 

Fencing of Roman Catholic Cemeteries 

Nomonde Location/Mdantsane Area 


9.32. Service Delivery Priorities for Ward 30 


Ward 30 

Cllr. MANGCOTYWA 

Location 


Identified Priorities 

Identified Project 

Ward 30 

1 

Electricity 

Installation of Street lighting and 
connections to the outstanding households 

Ward 30 

2 

Community Facilities 

Building of a Multi-purpose centre 

Ward 30 

3 

Water & sanitation 

Augmentation of current bulk water supply 

Ward 30 

4 

Water & sanitation 

Provision of yard connection to outstanding households 

Ward 30 


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5 

Roads and storm water 

Upgrading of internal roads (preferable paving) 

Ward 30 

6 

Education Training and Development 

Building of a high school in Phakamisa & Zola villages. 

Phakamisa & Zola 
villages. 

7 

Library Services 

Building of a library. 

Ward 30 

8 

Training and Development 

Building of a Training centre for farming & agriculture 

Ward 30 

9 

Local Economic Development 

Building of Energy & retail centre 

Ward 30 

10 

Agriculture 

Building of a feedlot for livestock improvement 

Ward 30 

11 

Agriculture 

Implementation of second phase of Ntabethemba vegetable Incubation project 

Ward 30 

12 

Community Facilities 

Upgrading of existing sport fields (planting of grass) 

Ward 30 

13 

Community Facilities 

Upgrading and fencing of cemeteries 

Ward 30 

14 

Community services 

Provision of postal services 

Ward 30 

15 

Early Childhood Development 
Infrastructure 

Upgrading of pre-schools 

Ward 30 

16 

Communications 

Improvement of access to internet 

Provision of free wifi 

Ward 30 

17 

Empowerment of communities on 
agriculture activities 

Training and capacitation of the community on productive farming methods. 

Ward 30 

18 

Climate Change 

Equipping of communities to deal better with draught 

Ward 30 

19 

Municipal basic services 


Ward 30 


9.33. Service Delivery Priorities for Ward 31 


Ward 31 

Cllr. BALENG TEKO MICHAEL 


# 

Identified Priorities 

Identified Project 

Location 

1 

Water & Sanitation 

Provision of water and sanitation to all households 

Ward 31 

2 

Roads & Storm water 

Resurfacing of roads and storm water drainage 

Ward 31 

3 

Roads & Storm water 

Paving of roads in the ward 

Ward 31 

4 

Human Settlements 

Construction of RDP Houses 

Ward 31 


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5 

Electricity 

Provision of electricity and installation of high mast lights 

Ward 31 

6 

Community Parks 

Construction of Parks and playgrounds (adults and children) 

Ward 31 

7 

Sport and recreation 

Construction of sports field for recreational purposes 

Ward 31 

8 

Cemeteries 

Fencing, maintenance and provision of water and sanitation services in our cemeteries 

Ward 31 

8 

Education Training and Development 

Construction of schools in the ward 

Ward 31 

10 

Waste Management 

Refuse removal and cleaning of dumping sites in the wards 

Ward 31 

11 

Public Facilities 

Construction and renovation of community halls 

Ward 31 

12 

Public Safety 

Facilitate dialogue with relevant parties to for the development of Crime Prevention strategy 

Ward 31 

13 

Agricultural Assets 

Revitalization of irrigation schemes 

Ward 31 


9.34. Service Delivery Priorities for Ward 32 



Ward 32 

Cllr. NGCEFE 



Identified Priorities 

Identified Project 

Location 

1 

Municipal Services 

Establishment of a satellite office in Barcelona 

Barcelona 

2 

Sport and Recreation 

Building of multi-purpose sport facility 

Ward 32 

3 

Cemeteries 

Fencing of existing cemeteries 

Ward 32 

4 

Electricity 

Street lighting 

Ward 32 

5 

Roads & storm water 

Roads SLA completion of the last phase 

Ward 32 

6 

Roads & storm water 

Beccles farm bridge project 

Beccles farm 

7 

Roads & storm water 

Surfacing of the road linking Barcelona to Ntabethemba 

Barcelona Ntabethemba 

8 

Education Training and Development 

Municipality to assist in building of Mbekweni High School Project 

Mbekweni 

9 

Education Training and Development 

Maths & Agriculture being made the main learning areas 

Ward 32 

10 

Water and Sanitation 

Provision of adequate sanitation facilities in schools 

Ward 32 

11 

LED 

Creation, management & monitoring of Cooperatives 

Ward 32 


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Participation of local SMMEs in government tenders 

Promotion of tourism & community involvement in Tsolwana Game Reserve 
management 

Access to land through land redistribution 

Job creation through removal of alien species 

Management of Sand mining in the area to promote business opportunities 


12 

Water and Sanitation 

Investigation of sustainable water catchment areas 






13 

Water and Sanitation 

Augmentation of current water source 

Ward 32 

14 

Water and Sanitation 

Yard connections 

Ward 32 

15 

Communications 

Improve access to internet 

Provision of free wifi 

Ward 32 

16 

Youth Development 

Provision of learnership & internships 

Access to vacancies at Tsolwana Game reserve 

Ward 32 


Safety & security 

Improvement of efficiency in Ntabethemba police Station 

Ntabethemba 


Safety & security 

Develop a strategy with relevant stakeholders to fight for crime and drug 
abuse 

Ward 32 


9.35. Service Delivery Priorities for Ward 33 



Ward 33 

Cllr . NGESI BONILE 



Identified Priorities 

Identified Project 

Location 

1 

Roads & storm water 

Attend to Tsolwana Roads SLA challenges 

Ward 33 

2 

Roads & storm water 

Maintenance of storm water drains 

Ward 33 

3 

Local Economic Development 

Implementation of Tarkastad Small town revitalization strategy 


4 

Local Economic Development 

Provision of land/farms to deserving stock holders (land 
redistribution 

Ward 33 



5 

Local Economic Development 

Prepare application to Neighbourhood Fund for implementation of 
small-town revitalization 

Ward 33 

6 

Youth development: 

Building of a multi-purpose centre that will have government 

Ward 33 


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services 

Skills development initiatives for young people 


7 

Electricity: 

Street lighting extension 1, 2 & Matyhantya 

extension 1, 2 & Matyhantya 

8 

Electricity: 

Upgrading of decaying network 

Fighting of electricity theft 

Provision of resident electrician 

Improve response time to electricity 

Ward 33 

9 

Water and sanitation: 

1. Final phase - bucket eradication 

2. Investigation of catchment area for surface 
water 

3. Sealing of sanitation main hole in Zola clinic 

4. Improvement of medical emergency response 
time 


10 

Water and sanitation 

Provision of public toilets in town (Tarkastad) 

Tarkastad Town 

11 

Human settlements 

Rectification of poorly built houses 

Provision of houses for (in particular) ex-farm workers 

Tarkastad middle income housing 

Ward 33 

12 

Health: 

1. Residents Doctor for the Hospital & local clinics 

Ward 33 

13 

Education: 

Extension ofTarka Primary School (classroom shortage) 

Ward 33 

14 

LED 

Support for SMMEs 

Ward 33 

15 

Community facilities: 

Upgrading of Ivanlew sport field 

Ivanlew 

16 

Communication Services 

Provision of an adequate postal services 

Ward 33 


9.36. Service Delivery Priorities for Ward 34 


Ward 34 

Cllr. DUNA NKWENKWE 




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# 

Identified Priorities 

Identified Project 

Location 

1 

Water and Sanitation 

Provision of sustainable water supply and sanitation to all households 

Ward 34 

2 

Electricity 

Maintenance of street lights in all areas of the wards 

Ward 34 

3 

Library Services 

Upgrade information in the library for library users 

Ward 34 

4 

Cemeteries 

Fencing of graveyard and provision of services such as water and sanitation 

Ward 34 

5 

Roads and Storm water 

Construction and maintenance of storm water drainage system 

Ward 34 

6 

Roads and Storm water 

Construction of R401 to Tarkastad 

Ward 34 

7 

Human Settlements 

Construction of RDP Houses 

Ward 34 

8 

Bank Services 

Facilitate dialogue with banking sector for the provision of bank services 

Ward 34 

8 

Skills development 

Provide a training centre to equip unemployed with skills in various sectors 

Ward 34 

10 

Recreational facilities 

Construction of a playing ground for children 

Ward 34 

11 

Youth Development 

Make provision for projects that seek to empower youth on various sectors 

Ward 34 

12 

Training and Development 

Facilitate a dialogue with relevant sectors for the opening of FET College in Hofmeyr 

Ward 34 

13 

ICT 

Provide for a computer lab to equip people with skills 

Ward 34 

14 

Unemployment rate 

Provide for sustainable and permanent jobs 

Ward 34 

15 

Waste Management 

Facilitate cleaning campaigns together with the community members 

Ward 34 

17 

Shopping needs 

Consult relevant parties in business for the opening of a shop (Shoprite ) 

Ward 34 


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10. Spatial Analysis and Spatial Representation of Development Issues. 

The purpose of this section is to ensure that the municipality's spatial strategies and land use 
management decisions are based on a general awareness of:- 

a) spatial constraints, problems, opportunities, trends and patterns; 

b) the necessity for spatial restructuring; 

c) the need for land reform; and 

d) the spatial dimension of development issues. 

N.B. It should be noted that Enoch Mgijima LM is in the process of developing a Spatial 
Development Framework for 2017-2022. The spatial information contained herein is a 
consolidated summary from the three former municipalities. The SDF's of the amalgamated 
municipalities expired before amalgamation and therefore only certain information could be 
used for the purposes of developing this IDP. 

The SDF will be incorporated into the IDP during the 2018-2019 IDP Review. 

10.3. National Spatial Development Perspective (NSDP). 

In essence, the NSDP proposes that spatial and development planning activities carried out by 
the state should acknowledge the realities of the economic development potential of an area to 
be planned whilst still taking into account the likelihood that Apartheid spatial planning - 
particularly in peripheral areas has resulted in a fragmented pattern of spatial development. 

The NSDP suggests that economic development potential may be classified in terms of broad 
categories from high potential to low potential and that such potential will not be uniformly 
distributed but is likely to be associated with certain conditions that enhance development 
potential. Such conditions would include current economic activities and associated scales of 
economy, natural endowments such as climate, soils and water availability (for agricultural 
and/or industrial development), and tourism potential based on competitive advantages (which 
may be historical, social, or natural in character). 


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A set of criteria to assist with the assessment of development potential is provided in the NSDP, 
as follows: - 


Criterion 

Description 

Applicability in Inkwanca 
Municipal Area 

Innovation and 
experimentation. 

Research and development and the application 
of technology to production processes. 

■ To be determined 

Production: High 
value, differentiated 
goods (not strongly 
dependent on labour 
costs). 

All forms of production that focus on local 
and/or global niche markets such as 
manufacturing, and some specialised 
agricultural or natural resource-based 
products. 

■ To be determined 

Production: Labour- 
intensive, mass- 
produced goods 
(more dependent on 
labour costs and/or 
natural resource 
exploitation). 

Industries in this category, such as iron and 
steel producers, and agricultural and mining 
activities, are highly dependent on market 
proximity or good, cheap transport linkages to 
the large volumes of natural resources that 
they use in their production processes, as well 
as the availability of greater numbers of 
unskilled and semi-skilled labour. 

■ To be determined 

Tourism. 

Key components of tourism include the need 
for a tourist-attraction (e.g. eco-scenery, 
cultural, heritage), good transport routes, 
safety and, in many instances, high-quality 
restaurants and hotels. 

■ To be determined 

Retail and services. 

Retail, catering and personal services are major 
components of any economy and a large 
employer of semi-skilled workers in the major 
post-industrial economies of the world, such as 
the United States of America (US), the United 
Kingdom (UK) and Europe and Japan. 

■ To be determined 


The locational requirements for this category 
are the presence of enterprises and people 
who are willing and able to pay for goods and 
services. 


Public services and 

administration. 

The processes of production, consumption and 
circulation need to be organised through 
business and public management. This 

category also includes social services such as 
health, welfare and education. 

■ To be determined 


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10.4. The Eastern Cape Spatial Development Plan. 

The Eastern Cape PGDP (2004 - 2014) provides a strategic framework, sectoral strategies and 
programmes aimed at achieving a rapid improvement in the quality of life for the poorest 
people of the Province. In order to achieve this, the PGDP sets out a vision with quantified and 
sequenced targets in the areas of economic growth, employment creation, poverty eradication 
and income redistribution for the ten-year period 2004-2014. 

The strategy framework for growth and development is expressed in terms of six strategic 
objectives, which are divided further into three key objectives and three foundation objectives. 
The three key objectives: 

1) Systematic eradication of poverty through a holistic, integrated and multi-dimensional 
approach to pro-poor programming. 

2) Agrarian transformation and strengthening of household food security. 

3) Consolidation, development and diversification of the manufacturing base and tourism 
potential. 

These key objectives are supported by the following three foundation objectives: 

1) Infrastructure development. 

2) Human resource development. 

3) Public sector and institutional transformation. 

The above strategic framework for the PGDP is illustrated below: - 


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10.5. Spatial Planning and Land Use Management at Tarkastad/Hofmeyer & 
Surrounding Nodes. 


SDF - It is a strategic plan that gives effect to the vision, goals, and objectives of the IDP. SDF is 
intended to guide long term development of an area as well as capital expenditure priorities and 
decisions of the IDP over a medium term 5 years. An SDF is mandatory in terms of the Municipal 
Systems Act. 

The Former Tsolwana SDF was adopted by council in 2010 and is valid till 2014. The next revision 
will among other things attempt to define a clear Land Use management framework, provide 
policy directive on the hierarchy of service points and settlements, identify key development 
corridors & strengthen links with EC - Provincial SDF and National Spatial Development Plan. 
The review will also carefully consider SPLUMA. 

10.5.1. Settlement Patterns and Land Tenure at Tarkastad/Hofmeyer & Surrounding 
Nodes. 


Apart from small pockets of privately owned land in the two urban centres, namely, Hofmeyr 
and Tarkastad, the balance of the land in Municipal area is held in terms of lesser forms of 
tenure - registered in the name of the state. 

The settlement pattern within the municipality is indicative of the nature and type of activities 
to be found. Tarkastad and Flofmeyr are the main populated areas and formally proclaimed 
towns within the municipality. Outside these two urban centres lie the Thornhill /Tendergate 
and Ntabethemba rural settlements, located mostly in wards 1, 2 and 3, on the eastern portion 
of Tarkastad. 

10.5.2. Land Use Audit at Tarkastad/Hofmeyer & Surrounding Nodes. 


The table below show the distribution of land parcels by municipal rural sub-area:- 


Settlement 

Units 

Baccle's farm Village 

348 

Flofmeyr 

1813 

Khayalethu 

185 

Kwezi Village 

473 

Mitford 

926 

Phakamisa 

221 

Rocklands 

566 

Spring Grove 

394 

Tarkastad 

2967 

Tentergate 

1103 

Thembalethu 

95 

Thornhill 

1416 

Zola Village 

353 

Total 

10860 


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Key issues relating to Municipality spatial development are listed below: 

a) Dispersed Settlement Pattern: Pockets of developed urban centres surrounded by scattered 
undeveloped rural villages, which implies great costs to fulfil every basic human right to 
basic infrastructure and services. 

b) Need to systematically address the fragmented nature of development to promote the 
integration of urban and rural areas over time (phased development approach which will 
optimise on existing capacity and resources to generate the most spin-off effects from 
investment). 

c) A strategic approach is required, which enables geographic areas to be prioritised for 
different levels of investment to ensure ongoing sustainable development and which will 
have the most spin-off effects for continued economic growth in the Municipality Area. 

d) Limited economic activity outside of urban centres 

e) Need to build on the agricultural and tourism potential of the area and target investment to 
other LED related initiatives and programmes taking place outside of the urban centres that 
have potential for growth and to generate economic spin-off. 

10.5.3. Nodal Development atTarkastad/Hofmeyer & Surrounding Nodes. 


The former Tsolwana Municipality had identified in its SDF commitments the following strategic 

nodes: 

1) Tarkastad & Hofmeyr are primary development nodes. These areas are seen as key 
administrative centres with a relatively well developed urban infrastructure on which to 
catalyse development. They are also well positioned because of their central locality with 
regards to movement patterns with Hofmeyr in the north connecting the municipality 
outward through distributor arteries like R390, R391 and R401 while Tarkastad in the South 
connects us through R344 & R61. These affects largely the ward 4 and 5. In these nodes the 
municipality seeks to ensure the following: 

a) A well demarcated urban boundary 

b) Focused densification to ensure improved levels of access to amenities 

c) Improved infrastructure expenditure to lever economic development in especially areas 
such as SMME. Manufacturing, Office, and Trade activities. 

2) Tendergate / Mitford / are secondary development nodes: These are areas where we 
intend to focus special interest rural development interventions. For example, the areas of 
Tendergate and Mitford are suitable for secondary administrative offices as well as focused 
Agriculture and Tourism development while Tendergate can be utilized mainly for ensuring 
better access to municipal services and administrative support. 


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10.5.4. Densification at Tarkastad/Hofmeyer & Surrounding Nodes. 


The Former Tsolwana SDF also make provision for development of certain parts of our municipal 
space as special development zones allowing only certain land uses. For example, we propose 
that agricultural development which is a focus area in our LED priorities be undertaken and 
encouraged into these areas. 

9.5. Spatial Planning and Land Use Management at Molteno/Sterkstroom & 
Surrounding Nodes. 


The Spatial Development Framework for the Former Inkwanca Local Municipality was adopted 
by council in May 2013 and aims to provide guidelines for settlement growth and development 
needs in Inkwanca as well as providing guidance on where best to direct resources in upgrading 
the rural settlements. The Spatial Development framework also aims to highlights areas where 
strategic development intervention is required (areas of particular development potential 
and/or areas where current development activities represent a development opportunity). The 
Spatial Development Framework will be reviewed in the 2017-18 financial year. 


The Former Inkwanca Spatial Development Framework applies to the whole area of jurisdiction 
of the Inkwanca Local Municipality. This area is characterized by a composite settlement and 
land use pattern, incorporating urban, peri-urban and rural components, some of which were 
previously administered as separate local government entities. The area covered by the Former 
Inkwanca Municipality is approximately 3387 ha in extent. Political representation is based on 4 
Wards within this area. 


A set of criteria to assist with the assessment of development potential is provided in the NSDP, as 
follows: - 


Criterion 

Description 

Applicability in Inkwanca 
Municipal Area 

Innovation and 
experimentation. 

Research and development and the application 
of technology to production processes. 

■ Not applicable 

Production: High 
value, differentiated 
goods (not strongly 
dependent on labour 
costs). 

All forms of production that focus on local 
and/or global niche markets such as 
manufacturing, and some specialised 
agricultural or natural resource-based 
products. 

■ Not applicable 


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Criterion 

Description 

Applicability in Inkwanca 
Municipal Area 

Production: Labour- 
intensive, mass- 
produced goods 
(more dependent on 
labour costs and/or 
natural resource 
exploitation). 

Industries in this category, such as iron and 
steel producers, and agricultural and mining 
activities, are highly dependent on market 
proximity or good, cheap transport linkages to 
the large volumes of natural resources that 
they use in their production processes, as well 
as the availability of greater numbers of 
unskilled and semi-skilled labour. 

* The central Inkwanca 

area has been identified 
as having low grade coal 
reserves as well as some 
coal-bed methane gas 
production potential. 

■ This mining potential has 
not been actively 
explored or initiated yet. 

■ Agricultural Sector in 
Inkwanca identified as 
having ongoing 
development potential. 

■ Presently, farming aimed 
at commercial production 
under pressure from 
market conditions and 
crime (stock theft). 

■ However, no substantial 
secondary activities are 
identified relating to the 
primary sectors at this 
time.. 

Tourism. 

Key components of tourism include the need 
for a tourist-attraction (e.g. eco-scenery, 
cultural, heritage), good transport routes, 
safety and, in many instances, high-quality 
restaurants and hotels. 

■ The Calata Liberation 
Heritage Route Tourism 
route runs through the 
Inkwanca area. 

■ Areas with potential as 
tourism sites of interest 
include farm-stay 
enterprises, rock art sites 
and the Vegkoppies Boer 
War Memorial. 

Retail and services. 

Retail, catering and personal services are major 
components of any economy and a large 
employer of semi-skilled workers in the major 
post-industrial economies of the world, such as 
the United States of America (US), the United 
Kingdom (UK) and Europe and Japan. 

The locational requirements for this category 
are the presence of enterprises and people 
who are willing and able to pay for goods and 
services. 

* Molteno and Sterkstroom 

are local-level service 
centres, providing access 
to basic goods and 
services. 

■ Both these towns 
compete with the larger 
centre of Queenstown 
and, fall within the larger 
centre's sphere of 
influence. 

■ The prevailing poverty 
(low disposable income) 


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Criterion 

Description 

Applicability in Inkwanca 
Municipal Area 



of the majority of 
residents in the LM limits 
the scale and range of 
enterprises in the towns. 

■ This is allied to the trend 
of higher-income 
individuals having the 
means to travel to larger 
centres to do their 
business (and access 
social services) than was 
the case in the past. 

Public services and 

administration. 

The processes of production, consumption and 
circulation need to be organised through 
business and public management. This 

category also includes social services such as 
health, welfare and education. 

■ Molteno is a centre for 

Local Government 

administration. 

* Sterkstroom is a 

subsidiary centre for the 
Inkwanca LM. 

■ Administration premises 
are low-level in nature 
and not significant 
beyond local scale. 


A critical assessment of the above suggests that the NSDP would classify the Former Inkwanca 
area as having a generally low level of development potential from a National perspective. It is 
likely that the area would be seen as one of probable ongoing social transfers (that is, an area 
where it is unlikely in the short to medium term that the economic activities in the area would 
enable the majority of residents to self-sustain whilst paying all social rents due (such as 
economically related service fees and charges etc.). 

In short, the likelihood remains that, in spite of the identified development potential of the area 
in agriculture, mining and tourism, the state would continue to be the main provider of 
livelihoods support in the short-medium term. 

The implication for the Inkwanca Municipality is that whilst there is no major economic node in 
the Municipality, there are identified development opportunities linked to the base of natural 
resources and environmental endowments. 


Taking these opportunities into account, then, the interpretation of the NSDP suggests that the 
Former Inkwanca Municipality should: 


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■ Prioritize activities that would lead to ongoing partnerships with significant economic role- 
players in the Municipal area (such as the Chris Hani DM, the Farmers Associations, the 
Elitheni Coal Mining Company and Badimo Gas etc.); and 

■ Ensure that the towns of Molteno and Sterkstroom are properly managed such that 
necessary urbanization is catered for in such a way as to restructure the spatial relationships 
of the town over time and afford the majority of residents' better access to business and 
social facilities. 

Facilitate and focus on ensuring good partnerships with state departments that are central to 
the rendering of social services (such as Education, Health & Welfare, Sports, Art & Culture) in 
order to ensure a focus is the continual improvement of the quality of such services rendered in 
the towns of Molteno and Sterkstroom (the objective being these become "centres of 
excellence" in the provision of social goods and services). 

9.5.1. Topography and Drainage at Molteno/Sterkstroom & Surrounding Nodes. 

The topography of the area consists predominantly of lowlands with slope values of less than 3 
at altitudes of 1000 to 1500 metres above sea level. Along the western and south western edge 
of the Municipality, low mountains with hills, with slope values of 6 to 12, at altitudes of 1500 to 
2000, are found and along the Great Fish River valley altitude above sea level varies from 500 to 
1000 metres. The area is mainly drained by the Hex River (Sterkstroom) and Stormbergspruit 
(Molteno) with the Stormberg Mountains as a definite water shed. 

9.5.2. Rainfall and Evaporation at Molteno/Sterkstroom & Surrounding Nodes. 

Mean annual rainfall of 400 to 500mm is received in the North, North-West and the south, while 
the central and eastern areas receive rainfall of 500 to 600 mm. Most of the rain (+-75%) occurs 
in the summer months (November to April) in the form of thunderstorms. Very little of the 
Municipality receives in excess of 600 mm per annum. 

9.5.3. Climate at Molteno/Sterkstroom & Surrounding Nodes 

Summers are warm to hot and winters very cold. Daily maximum temperatures averaged for 
January range from 24 to 30°C over the Municipality. Winter temperatures averaged for July 
range from very cold to extremely cold in the north (Molteno) and north east, with daily mean 
minimum temperatures of -7 to 0°C experienced. Minimum temperatures in the southern areas, 
south of Sterkstroom are a little higher in the range -2 to 0°C. Frost periods of greater than 14 
dekads (ten day periods) are experienced throughout the area. 


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9.5.4. Soil Erosion at Molteno/Sterkstroom & Surrounding Nodes. 

The area consists of somewhat broken terrain with sandstone ridges covered by thin loamy soils 
on rock and basins covered by claypan soils. There are no rainfed arable soils in the area. The 
soils can be described as moderate to highly erodible and generally have clay content of 15 to 
25%. 


9.5.5. Geology at Molteno/Sterkstroom & Surrounding Nodes 

According to the available geological map, four geological units occur in the study area, namely 
alluvium, dolerite, sedimentary rocks of Molteno and Burgesdorp Formations and sedimentary 
rocks of Molteno Formation. A layer of alluvium blankets the banks of the Stormbergspruit and 
Flex River. The alluvium can be highly variable both laterally and vertically, as erosive and 
depositional forces are continually at work. The nature of the unconsolidated alluvium 
deposited by the rivers depends on the type of parent material. Dolerite forms a form the 
ribbon-like features on the western and central parts of Molteno whilst the large dolerite area 
to the south is a sill. Dolerite dykes occur in the northern parts of Sterkstroom with dolerite sills 
occurring in the east, west, and southwest. 


9.5.6. Vegetation at Molteno/Sterkstroom & Surrounding Nodes. 


Vegetation types represent an integration of the climate, soil and biological factors in a region, 
and as such, are a useful basis for land-use and conservation planning. There are nine 
vegetation types found in the area. The distribution of these vegetation types is illustrated in 
the map below. South-eastern Mountain Grassland covers 49% of the area. This sweet grassland 
is environmentally important to its suitability for winter grazing. Flowever, if sound 
management principles are not applied the land will convert to zuurveld rendering it useless for 
winter grazing. This regime is very good for sheep and cattle grazing. 

9.5.7. Land Cover at Molteno/Sterkstroom & Surrounding Nodes 


The collective effects of soil, terrain and climate features determine Land Capability. It indicates 
the most intensive long-term and sustainable use of land for rain-fed agriculture and at the 
same time highlights the permanent limitations associated with the different land use classes. It 
is therefore a more general term and conservation oriented than land suitability. The table 
below gives an indication of the suitable land uses for the various Land Capability Classes (LCC). 
There is no area of high potential arable land (LCC I & II) in Inkwanca LM. 29 % of the Municipal 


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Area is classified as arable land with limited crop production potential (LCC IV) This limited 
arable area is situated around Sterkstroom and to the south and east of the municipality. 

9.5.8. Land Use Management at Molteno/Sterkstroom & Surrounding Nodes. 

The area is characterized by two distinct settlement forms. 

These are: 

■ The two urban centres of Molteno and Sterkstroom. These towns act as service centres to 
the resident population and surrounding commercial farms 

■ Commercial farming area (extensive land holdings) 

1 / ■■■■■•■■ - ■■■■ 


1 ) Land Use: Molteno 


Land Use 

No. of 

Erven 

% 

Area 

(HA) 

Land Use 

No. of 

Erven 

% 

Area 

(HA) 

Agriculture Union 

2 

0.04 

0.73 

Magistrate Court 

1 

0.02 

0.05 

Bed and Breakfast 

5 

0.11 

0.27 

Municipal Office 

2 

0.04 

0.11 

Bowling Club 

1 

0.02 

1.23 

Office 

1 

0.02 

0.05 


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Brick Making 

1 

0.02 

1.66 

Old Age Flome 

2 

0.04 

1.02 

Business 

66 

1.42 

6.93 

Open Space 

13 

0.28 

39.85 

Cemetery 

4 

0.09 

7.54 

Petrol filling 
station 

4 

0.09 

0.22 

Church 

26 

0.56 

4.80 

Police Station 

2 

0.04 

0.11 

Clinic 

3 

0.06 

1.24 

Post Office 

1 

0.02 

0.05 

Commonage 

8 

0.17 

669.60 

Railway 

5 

0.11 

12.34 

Country Lodge 

3 

0.06 

0.16 

Res/Bus 

1 

0.02 

0.05 

Creche 

4 

0.09 

0.44 

Residential/ 

Guesthouse 

1 

0.02 

0.05 

Doctor Surgery 

1 

0.02 

0.05 

Restaurant 

1 

0.02 

0.58 

Eskom Office 

2 

0.04 

0.11 

Roads 

Department 

Depot 

4 

0.09 

0.22 

Flats 

1 

0.02 

0.05 

Roadway 

10 

0.22 

91.33 

Frail care Centre 

2 

0.04 

0.11 

School 

12 

0.26 

20.19 

Funeral Services 

1 

0.02 

4.64 

School Hostel 

1 

0.02 

1.56 

Golf Course And 
Sports Club 

1 

0.02 

40.78 

Single Residential 

3159 

68.17 

140.23 

Government Offices 

2 

0.04 

0.05 

Sportsfield 

1 

0.02 

2.97 

Hospital 

1 

0.02 

2.37 

Telkom 

2 

0.04 

0.14 

Hostel 

1 

0.02 

0.05 

Town Hall 

2 

0.04 

0.53 

Hotel 

5 

0.11 

0.27 

Under 

Development 

1 

0.02 

5.60 

Industrial 

1 

0.02 

0.90 

Vacant 

1260 

27.19 

100.32 

Library 

1 

0.02 

0.05 

Workshop 

5 

0.11 

0.27 

Live Stock Loading 
Area 

1 

0.02 

0.19 

TOTAL 

4634 

100 

1162.07 


2) Land Use: Sterkstoom 


Land use 

No. of 

Erven 

% 

Area 

(HA) 

Land use 

No. 

of 

Erven 

% 

Area 

(HA) 

Agricultural 

5 

0.15 

1795.81 

Museum 

2 

0.06 

0.19 

Authority 

1 

0.03 

0.04 

Old Council 

6 

0.17 

0.21 

Auto Repair 

2 

0.06 

0.13 

Open Space 

10 

0.29 

77.16 

Bed & breakfast 

2 

0.06 

0.14 

Park 

1 

0.03 

0.56 

Business 

51 

1.49 

2.71 

Petrol Filling Station 

2 

0.06 

0.08 

Cemetery 

2 

0.06 

4.94 

Police Station 

2 

0.06 

0.97 

Church 

27 

0.79 

4.21 

Post Office 

1 

0.03 

0.04 

Clinic 

1 

0.03 

0.10 

Railway 

5 

0.15 

43.56 


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Community Facilities 

2 

0.06 

0.07 

Res/Bus 

1 

0.03 

0.02 

Community Hall 

1 

0.03 

0.13 

Res/Spaza 

1 

0.03 

0.10 

Creche 

1 

0.03 

0.25 

Residential 

3041 

88.63 

133.36 

Flats 

1 

0.03 

0.14 

School 

16 

0.47 

15.27 

Funeral Service 

1 

0.03 

0.02 

Sports Field 

1 

0.03 

7.01 

Government Office 

2 

0.06 

0.11 

Sportsfield/ Open 

space 

1 

0.03 

14.93 

Hospital 

6 

0.17 

0.57 

Street 

6 

0.17 

70.14 

Hostel 

13 

0.38 

0.83 

Telephone Tower 

2 

0.06 

0.05 

Library 

1 

0.03 

0.04 

Telkom 

1 

0.03 

0.07 

Lodge 

1 

0.03 

0.14 

Under Construction 

2 

0.06 

1.38 

Magistrates Office 

3 

0.09 

0.14 

Vacant 

199 

5.80 

39.68 

Moth hall 

1 

0.03 

0.04 

Vegetable Garden 

6 

0.17 

0.57 

Municipal Office 

1 

0.03 

0.07 

TOTAL 

3431 

100 

2216 


9.5.9. Land Ownership at Molteno/Sterkstroom & Surrounding Nodes. 


The area is defined by its two towns, Sterkstroom and Molteno, which are surrounded by low- 
density rural farmlands. Private land ownership for rural land accounts for 90.96 % of land 
ownership in the municipal area, totaling 3.49 million hectares. 


Summary of Ownership Details of Farm Parcels - Inkwanca LM 


OWNERSHIP 

NO. 

AREA (HA) 

% 

UNDEFINED 

64 

27,991.72 

7.27 

MUNICIPAL DISTRICT 

2 

40.27 

0.01 

MUNICIPAL LOCAL 

9 

1,858.04 

0.48 

PARASTATAL 

69 

1,042.42 

0.27 

PRIVATE 

789 

349,265.80 

90.69 

STATE NATIONAL 

15 

4,902.04 

1.27 


9.6. Spatial Planning and Land Use Management at Queenstown & Surrounding 
Nodes. 


This section deals with municipal zoning schemes and the Spatial Development Framework. The 
municipality has to implement the Spatial Planning and Land Use Management Act of 2014. The Act 
requires the establishment of municipal tribunals. On the 31 st March 2015, the Council agreed to shift 
from a joint municipal tribunal and establish a standalone municipal tribunal. 

An organisational structure was proposed to assist municipalities with the successful implementation of 
SPLUMA. The proposed posts have been included in the municipal wide organisational structure that was 


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approved by Council in January 2015. The challenge is the funding of the posts. The other challenge with 
regards to the effective implementation of SPLUMA is the absence of the municipal town planner. The 
town planner resigned in December 2014. The municipality is in the process of recruiting for the town 
planner. 

10. CHAPTER 3: STRATEGIC CONTEXT. 


10.1. Introduction. 


This chapter maps the plans and strategies developed by Enoch Mgijima LM against the Local 
Government Manifesto of the ANC as well as the 12 Outcomes, the National Development Plan 
and the Eastern Cape Growth and Development Strategy. This chapter also provides the details 
of the Strategic Objectives that guide the development of the Enoch Mgijima LM's 2017/22 IDP. 

10.2. Summary of Plan to inform Enoch Mgijima LM's Service Delivery Agenda. 


Summarised as follows: - 


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10.3. ENOCH MGIJIMA LM'S STRATEGIC DIRECTION. 


10.3.1. Enoch Mgijima LM's Vision Statement. 


A developmental regional economic hub which is customer focused and committed to service 
excellence in delivering quality and sustainable services. 

10.3.2. Enoch Mgijima LM's Mission Statement. 


In pursuit of the vision, we will: 

a) Provide sustainable quality services to all our citizens efficiently and effectively. 

b) Develop and empower all our councillors and employees with capacity building programs. 

c) Unlocking the development potential and increase the investment opportunities. 


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d) Develop and implement local economic development programs for socio-economic 
development. 

10.3.3. Enoch Mgijima LM's Values. 


E 

Excellence 

N 

Noble 

O 

Oriented 

C 

Commitment 

H 

Honest 

M 

Motivated 

G 

Good-Governance 

1 

Integrity 

J 

Justice 

1 

Innovative 

M 

Morality 

A 

Accountable 


10.3.4. ENOCH MGIJIMA LM'S STRATEGIC AND OPERATIONAL OBJECTIVES. 


Summarised as follows: - 

10.3.4.1. Strategic and Performance Objectives for Good Governance and Public 
Participation. 


Strategic objective: To exercise administrative and operational oversight, ensure good governance and 
public participation and engagement by 2022 



Performance objectives 

1 

To coordinate municipal key performance areas 

2 

To provide communication services and stakeholder engagement 

3 

To monitor and management municipal performance 

4 

To facilitate provision of service to people with special needs 

5 

To exercise administrative oversight 

6 

To provide advice to Council 


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7 

To perform internal auditing and risk management 

8 

To facilitate provision of legal services to the municipality 

9 

To coordinate the Expanded Public Works Programme 

10 

To provide municipal oversight 

11 

To develop and implement Service Delivery and Budget Implementation Plan 

12 

To ensure the functioning of ward committees 


10.3.4.2. Strategic and Performance Objectives for Institutional Transformation and 

Development. 


Strategic objective: To ensure institutional transformation, development of a capable human capital 
and provide administrative support by 2022 



Performance objectives 

1 

To ensure safe record keeping and recovery of documents 

2 

To develop an institutional capacity for the benefit of Municipal Councillors and Employees 

3 

To provide council support 

4 

To manage municipal fleet 

5 

To ensure provision of an effective and efficient human resources administration 

6 

To provide ICT services to the municipality 

7 

To provide municipal administration services 


10.3.4.3. Strategic and Performance Objectives for Infrastructure Development. 


Strategic objective: To provide sustainable, appropriately serviced and well maintained technical 
infrastructure by 2022 



Performance objectives 

1 

To provide project management and administration services 

2 

To provide and maintain municipal roads and storm water infrastructure 

3 

To provide and maintain municipal electricity infrastructure network and services 

4 

To provide civil engineering services 

5 

To ensure effective building control within EMLM area 

6 

To manage municipal facilities 


10.3.4.4. Strategic and Performance Objectives for Basic Service Delivery. 


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Strategic objective: To provide community development services and ensure a clean environment by 
2022 



Performance objectives 

1 

To provide and maintain parks and open spaces 

2 

To ensure proper quality and sustainable use of public amenities 

3 

To ensure environmental safety and management 

4 

To ensure a clean and healthy environment 

5 

To provide and promote library services 


10.3.4.5. Strategic and Performance Objectives for Community Safety. 


Strategic objective: To ensure community safety and protected working environment at Enoch Mgijima 
Local Municipality by 2022 



Performance objectives 

1 

To ensure community safety 

2 

To provide traffic management administration and services 

3 

To provide licencing services of vehicles and motor-cycles 

4 

To provide fire and disaster management services 

5 

To provide security for all municipal assets 


10.3.4.6. Strategic and Performance Objectives for Human Settlements. 


Strategic objective: To provide sustainable human settlements and undertake spatial planning and land 
use management for economic growth by 2022 


Performance objectives 

1 

To implement SPLUMA legislation 

2 

To develop an efficient and effective land use management system 

3 

To facilitate land acquisition and disposal 

4 

To the municipal and maintain municipal real estate 

5 

To develop a single effective land administration system 

6 

To ensure an effective and integrated Geographic Information Management System 

7 

To promote spatial restructuring, integration and reduce spatial fragmentation 

8 

To manage and maintain municipal housing facilities 

9 

To lease out municipal properties in order to generate revenue 

10 

To comply with National Housing Rental Act 


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To facilitate provision of sustainable human settlements for all income categories 


10.3.4.7. Strategic and Performance Objectives for Financial Viability and Management. 


Strategic objective: To ensure institutional financial sustainability and viability by 2022 


Performance objectives 

1 

To ensure sound and sustainable management of municipal finances 

2 

Ensure efficient and effective procurement of goods and services 

3 

To ensure 43% recovery of costs incurred in providing Electricity and other Services 

4 

To ensure 80% collection rate on all billable services 

5 

To ensure EMLM assets are adequately managed and monitored 

6 

To ensure clean and accountable governance 

7 

Ensure compliance with prescribed accounting standards 

8 

To strengthen the governance and control environment over all financial matters 


10.3.4.8. Strategic and Performance Objectives for Local Economic Development. 


Strategic objective: To facilitate sustainable and inclusive economic growth and development through 
sustainable economic opportunity enhancement and rural development by 2022 


Performance objectives 


1 

To develop and review the Integrated Development Plan 

2 

To facilitate industrial development 

3 

To facilitate enterprise development 

4 

To facilitate tourism and heritage development 

5 

To facilitate agriculture and rural development 

6 

Facilitate local economic development & job creation 


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10.4. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS. 


The inputs in the matrix are generally addressed in terms of the municipal priority issues herein grouped under Eight Key Performance Areas 
of Enoch Mgijima LM and are summarised in the following paragraphs: - 

10.4.1. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR GOOD GOVERNANCE AND PUBLIC PARTICIPATION. 


10.4.1.1. Strategic Objectives, Strategies, KPI's & Targets for Communication and Public Participation. 


KPA 1: Good 
Governance and 
Public Participation 


Strategic Objective: To exercise administrative and operational oversight, ensure good governance and public participation and 
engagement by 2022 


Performance Area: Communication 


Performance 

Objectives 

To provide communication services and stakeholder engagement 

Alignment 

Strategies 

Baseline 

Annual Targets 

National, Provincial 
and District 

Alignment 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 - Annual 
Target 
(2020/21) 

Year 5 - Annual 
Target (2021/22) 

LGE Manifesto: 
Strengthening public 
participation to 
ensure that all 

communities 
participate in 
municipal 
programmes and 
activities 

Development of 
municipal logo 
aligned to the 
municipal vision 
and mission 

Council approved 
logo 

Interim logo 

Use Council 
approved logo by 
30 June 2018 

Use Council 
approved logo by 

30 June 2019 

Use Council 
approved logo by 
30 June 2020 

Use Council 
approved logo 
by 30 June 2021 

Use Council 
approved logo by 
30 June 2022 

By developing and 

implenting 

communication 

tools 

Communication 
tools approved by 
the Accounting 

Officer 

New 

Use approved 
communication 
tools by 30 June 
2018 

Use approved 
communication 
tools by 30 June 
2019 

Use approved 
communication 
tools by 30 June 
2020 

Use approved 
communication 
tools by 30 June 
2021 

Use approved 
communication 
tools by 30 June 
2022 

Branding of all 
municipal 
properties, plant, 
motor vehicles & 
equipment 

All municipal 
properties, plant, 
motor vehicles & 
equipment branded 
with logo 

Brading by 
amalgamated 
municipalities 

All municipal 
properties, plant, 
motor vehicles & 
equipment 
branded with 
logo by 30 June 
2018 

Maintain branding 
of all municipal 
properties, plant, 
motor vehicles & 
equipment by 30 
June 2019 

Maintain 
branding of all 
municipal 
properties, plant, 
motor vehicles & 
equipment by 30 
June 2020 

Maintain 
branding of all 
municipal 
properties, 
plant, motor 
vehicles & 
equipment by 

Maintain 
branding of all 
municipal 
properties, plant, 
motor vehicles & 
equipment by 30 
June 2022 


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30 June 2021 


Re-branding of 
municipal signage 

All municipal signage 
re-branded 

Brading by 
amalgamated 
municipalities 

All municipal 
signage re- 
branded by June 
2018 

Maintain branded 
municipal signage 
by 30 June 2019 

Maintain 

branded 
municipal 
signage by 30 
June 2020 

Maintain 

branded 
municipal 
signage by 30 
June 2021 

Maintain 

branded 
municipal 
signage by 30 
June 2022 

Developing 
branded 
marketing & 
communication 
paraphernalia 

Single marketing & 
communication 
paraphernalia 
developed 

Brading by 
amalgamated 
municipalities 

Implement single 
marketing & 
communication 
paraphernalia by 
30 June 2018 

Implement single 
marketing & 
communication 
paraphernalia by 

30 June 2019 

Implement single 
marketing & 
communication 
paraphernalia by 
30 June 2020 

Implement 

single 

marketing & 
communication 
paraphernalia 
by 30 June 2021 

Implement single 
marketing & 
communication 
paraphernalia by 
30 June 2022 

LGE Manifesto: 
Strengthening public 
participation to 
ensure that all 

communities 
participate in 
municipal 
programmes and 
activities 

Development of 
communication 
strategy which is 
aligned to the 
municipality's IDP 

Communication 
strategy adopted By 
council 

Draft 

communication 
strategy in place 

Implement 
Council approved 
Communication 
Strategy by 30 
June 2018 

Review & 
implement same 
strategy by 30 June 
2019 

Review & 
implement same 
strategy by 30 
June 2020 

Review & 
implement 
same strategy 
by 30 June 2021 

Review & 
implement same 
strategy by 30 
June 2022 

LGE Manifesto: 
Strengthening public 
participation to 
ensure that all 

communities 
participate in 
municipal 
programmes and 
activities 

Development of 
the public 
participation 

Strategy 

Public participation 
strategy adopted by 
council 

Draft public 
participation 
strategy 

Implement 

Public 

Participation 
Strategy by 30 
June 2018 

Review & 
implement Public 
Participation 
Strategy by 30 June 
2019 

Review & 
implement Public 
Participation 
Strategy by 30 
June 2020 

Review & 
implement 
Public 

Participation 
Strategy by 30 
June 2021 

Review & 
implement Public 
Participation 
Strategy by 30 
June 2022 

LGE Manifesto: 
Strengthening public 
participation to 
ensure that all 

communities 
participate in 
municipal 
programmes and 
activities 

Development of 
intranet to 
promote internal 
communication 

Functional Intranet 

New 

Utilise Intranet 
by 30 June 2018 

Upgrade & utilise 
intranet by 30 June 
2019 

Upgrade & utilise 
intranet by 30 
June 2020 

Upgrade & 
utilise intranet 
by 30 June 2021 

Upgrade & utilise 
intranet by 30 
June 2022 


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LGE Manifesto: 
Strengthening public 
participation to 
ensure that all 

communities 
participate in 
municipal 
programmes and 
activities 

Publication of 
weekly news 
flashes 

Weekly newsflashes 
published on the 
municipal website 

Weekly 

newsflash 

48 weekly 
newsflashes 
published by 30 
June 2018 

48 weekly 
newsflashes 
published by 30 

June 2018 

48 weekly 
newsflashes 
published by 30 
June 2018 

48 weekly 
newsflashes 
published by 30 
June 2018 

48 weekly 
newsflashes 
published by 30 
June 2018 

Publication of 
quarterly news 
letters 

Quarterly 
newsflashes 
published on 
electronic & print 
media 

New 

Four quarterly 
newsletters 
published by 30 
June 2018 

Four quarterly 
newsletters 
published by 30 

June 2019 

Four quarterly 
newsletters 
published by 30 
June 2020 

Four quarterly 
newsletters 
published by 30 
June 2021 

Four quarterly 
newsletters 
published by 30 
June 2022 

LGE Manifesto: 
Strengthening public 
participation to 
ensure that all 

communities 
participate in 
municipal 
programmes and 
activities 

Analyse and 
quantify media 
statements on a 
daily basis 

Media statements 
analysed & 
responses prepared 

New 

Analyse & 
respond to 
media 

statements by 30 
June 2018 

Analyse & respond 
to media 
statements by 30 
June 2019 

Analyse & 
respond to media 
statements by 30 
June 2020 

Analyse & 
respond to 
media 

statements by 

30 June 2021 

Analyse & 
respond to 
media 

statements by 30 
June 2022 

LGE Manifesto: 
Strengthening public 
participation to 
ensure that all 

communities 
participate in 
municipal 
programmes and 
activities 

Develop and 
implement a 
petitions 
management 
policy 

Council adopted 
Petitions Policy 

New 

Implement 
Petitions Policy 
by 30 June 2018 

Review & 
implement 

Petitions Policy by 

30 June 2019 

Review & 
implement 

Petitions Policy 
by 30 June 2020 

Review & 
implement 
Petitions Policy 
by 30 June 2021 

Review & 
implement 
Petitions Policy 
by 30 June 2022 

LGE Manifesto: 
Strengthening public 
participation to 
ensure that all 

communities 
participate in 
municipal 
programmes and 
activities 

Provide tools of 

trade 

Tools of trade 
provided 

New 

Provide tools of 
trade by 30/6/18 

Provide tools of 
trade by 30/6/19 

Provide tools of 
trade by 30/6/20 

Provide tools of 
trade by 

30/6/21 

Provide tools of 
trade by 30/6/22 


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10.4.1.2. Strategic Objectives, Strategies, KPI's & Targets for Ward Committee Support. 


KPA 1: Good 

Governance and 

Public Participation 

Strategic Objective: To exercise administrative and operational oversight, ensure good governance and public participation and engagement by 2022 

Performance Area: Ward Committee Support 

Alignment 

Strategies 

Baseline 

Annual Targets 

National, Provincial 
and District Alignment 

Performance 

Objectives 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 

Target 

(2017/18) 

Year 2- 

Annual Target 
(2018/19) 

Year 3 - 

Annual 

Target 

(2019/20) 

Year 4- 

Annual 

Target 

(2020/21) 

Year 5 - 

Annual Target 
(2021/22) 

LGE Manifesto: 

Strengthening public 
participation to ensure 

that all communities 

participate in 
municipal programmes 

and activities 

To ensure 

the 

functioning 

of ward 

committees 

Facilitate election & 

induction of ward 

committees 

34 ward committees 

elected & inducted 

New 

Support & 

monitor the 

functioning of 

ward 

committees by 

30 June 2018 

Support & 

monitor the 

functioning of 

ward 

committees 

by 30 June 

2019 

Support & 

monitor the 

functioning 

of ward 

committees 

by 30 June 

2020 

Support & 

monitor the 

functioning 

of ward 

committees 

by 30 June 

2021 

Support & 

monitor the 

functioning of 

ward 

committees by 

30 June 2022 

LGE Manifesto: 

Strengthening public 
participation to ensure 

that all communities 

participate in 
municipal programmes 

and activities 

To ensure 

the 

functioning 

of ward 

committees 

Organise training 
programmes for all 

ward committee 

members 

Training Report & 

certificates for all ward 

committee members 

34 Ward 

Committees 

All ward 

committee 

members 

trained by 30 

June 2018 

Support & 

monitor the 

functioning of 

ward 

committees 

by 30 June 

2019 

Support & 

monitor the 

functioning 

of ward 

committees 

by 30 June 

2020 

Support & 

monitor the 

functioning 

of ward 

committees 

by 30 June 

2021 

Support & 

monitor the 

functioning of 

ward 

committees by 

30 June 2022 

LGE Manifesto: 

Strengthening public 
participation to ensure 

that all communities 

participate in 
municipal programmes 

and activities 

To ensure 

the 

functioning 

of ward 

committees 

By providing ward 

committees with 

relevant resources 

Relevant resources 

allocated to ward 

committee members 

34 Ward 

Committees 

All ward 

committee 

members 

provided with 

relevant 

resources by 30 

June 2018 

All ward 

committee 

members 

provided with 

relevant 

resources by 

30 June 2019 

All ward 

committee 

members 

provided 

with 

relevant 

resources 

by 30 June 

2020 

All ward 

committee 

members 

provided 

with 

relevant 

resources 

by 30 June 

2021 

All ward 

committee 

members 

provided with 

relevant 

resources by 

30 June 2022 


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LGE Manifesto: 

Strengthening public 
participation to ensure 

that all communities 

participate in 
municipal programmes 

and activities 

To ensure 

the 

functioning 

of ward 

committees 

Provide feedback to 

communities 

Section 79 report on 

ward committee 

matters 

New 

Four quarterly 
reports by 30 

June 2018 

Four quarterly 
reports by 30 

June 2019 

Four 

quarterly 
reports by 

30 June 

2020 

Four 

quarterly 
reports by 

30 June 

2021 

Four quarterly 
reports by 30 

June 2022 

LGE Manifesto: 

Strengthening public 
participation to ensure 

that all communities 

participate in 
municipal programmes 

and activities 

To ensure 

the 

functioning 

of ward 

committees 

Provide tools of trade 

Tools of trade provided 

New 

Provide tools of 

trade by 

30/6/18 

Provide tools 

of trade by 
30/6/19 

Provide 

tools of 

trade by 
30/6/20 

Provide 

tools of 

trade by 
30/6/21 

Provide tools 

of trade by 
30/6/22 


10.4.1.3. Strategic Objectives, Strategies, KPI's & Targets for Performance Management. 


KPA 1: Good Governance and 
Public Participation 

Strategic Objective: To exercise administrative and operational oversight, ensure good governance and public participation and engagement by 2022 

Performance Area: Performance Management 

Alignment 

Development Strategies 

Baseline 

Annual Targets 


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National, Provincial and 

District Alignment 

Performance 

Objectives 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 

Target 

(2017/18) 

Year 2- 

Annual 

Target 

(2018/19) 

Year 3- 

Annual 

Target 

(2019/20) 

Year 4- 

Annual 

Target 

(2020/21) 

Year 5 - 

Annual 

Target 

(2021/22) 

National, Provincial and 

District Alignment 

Performance 

Objectives 

Strategies 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 

Target 

(2017/18) 

Year 2- 

Annual 

Target 

(2018/19) 

Year 3- 

Annual 

Target 

(2019/20) 

Year 4- 

Annual 

Target 

(2020/21) 

Year 5 - 

Annual 

Target 

(2021/22) 

LGE Manifesto: Strengthening 
internal capacity of 
municipalities to monitor 
work of municipalities, 
including early warning 
mechanisms to identify areas 
where challenges may arise 

To monitor 
and manage 
municipal 
performance 

By developing 
and 

implementing a 
Performance 
Management 
Framework and 
System 

PMS Framework 
developed 

2016/17 IDP 

Develop & 
implement 
Performance 
Monitoring & 
Evaluation 

Framework & 
System 

Review & 
implement 
Performance 
Monitoring & 
Evaluation 

Framework & 
System 

Review & 
implement 
Performance 
Monitoring & 
Evaluation 

Framework & 
System 

Review & 
implement 
Performance 
Monitoring 
& Evaluation 

Framework 
& System 

Review & 
implement 
Performance 
Monitoring 
& Evaluation 

Framework 
& System 

LGE Manifesto: Strengthening 
internal capacity of 
municipalities to monitor 
work of municipalities, 
including early warning 
mechanisms to identify areas 
where challenges may arise 

To monitor 

and evaluate 
municipal 
performance 

By developing 
quarterly 
Performance 
Monitoring & 
Evaluation 
Reports 

Quarterly 
performance 
monitoring and 
evaluation 
reports 
developed 

PMS Framework 
and Policy 

Three Quarterly 
Performance 
Reports by 30 

June 2018 

Three 

Quarterly 
Performance 
Reports by 30 
June 2019 

Three 

Quarterly 
Performance 
Reports by 30 
June 2020 

Three 

Quarterly 
Performance 
Reports by 

30 June 2021 

Three 
Quarterly 
Performance 
Reports by 

30 June 

2022 

LGE Manifesto: Strengthening 
internal capacity of 
municipalities to monitor 
work of municipalities, 
including early warning 
mechanisms to identify areas 
where challenges may arise 

To monitor 

and evaluate 
municipal 
performance 

By developing 
annual 

Performance 
Monitoring & 
Evaluation 
Report 

Annual 

Performance 
Report 
submitted to 

Council 

2016/17 Annual 
Performance 
Report 

One Annual 

Performance 
Report 
submitted to 
Council by 30 

June 2018 

One Annual 

Performance 
Report 
submitted to 
Council by 30 
June 2019 

One Annual 

Performance 
Report 
submitted to 
Council by 30 
June 2020 

One Annual 

Performance 
Report 
submitted to 
Council by 30 
June 2021 

One Annual 

Performance 
Report 
submitted to 
Council by 

30 June 

2022 

LGE Manifesto: Strengthening 
internal capacity of 
municipalities to monitor 
work of municipalities, 
including early warning 
mechanisms to identify areas 
where challenges may arise 

To monitor 

and evaluate 
municipal 
performance 

By developing 
performance 
agreements for 
S56/S57 
Managers. 

Performance 
Agreements for 
s56 Managers 
developed 

2016/2017 

Performance 

Agreements 

Conclude 

Performance 
Agreements for 
all S56 Managers 
by 30 June 2018 

Conclude 

Performance 
Agreements 
for all S56 
Managers by 
30 June 2019 

Conclude 

Performance 
Agreements 
for all S56 
Managers by 

30 June 2020 

Conclude 

Performance 
Agreements 
for all S56 
Managers by 
30 June 2021 

Conclude 

Performance 
Agreements 
for all S56 
Managers by 
30 June 

2022 

LGE Manifesto: Strengthening 
internal capacity of 
municipalities to monitor 
work of municipalities, 
including early warning 
mechanisms to identify areas 
where challenges may arise 

To monitor 

and evaluate 
municipal 
performance 

By developing 
performance 
agreements for 
S56/S57 
Managers. 

Performance 
Agreement for 
Municipal 
Manager 
developed 

2016/2017 

Performance 

Agreements 

Conclude 

Performance 
Agreement with 
the Executive by 
30 June 2018 

Conclude 

Performance 
Agreement 
with the 
Executive by 

30 June 2019 

Conclude 

Performance 
Agreement 
with the 
Executive by 

30 June 2020 

Conclude 

Performance 
Agreement 
with the 
Executive by 
30 June 2021 

Conclude 

Performance 
Agreement 
with the 
Executive by 
30 June 

2022 


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LGE Manifesto: Strengthening 
internal capacity of 
municipalities to monitor 
work of municipalities, 
including early warning 
mechanisms to identify areas 
where challenges may arise 

To monitor 

and evaluate 
municipal 
performance 

By Monitoring 
performance of 
all institutional 

contracts 

Monitored 

institutional 

contracts 

New 

Submit 4 reports 
to Council by 
30/6/18 

Submit 4 
reports to 
Council by 
30/6/19 

Submit 4 
reports to 
Council by 
30/6/20 

Submit 4 
reports to 
Council by 
30/6/21 

Submit 4 
reports to 
Council by 
30/6/22 

LGE Manifesto: Strengthening 
internal capacity of 
municipalities to monitor 
work of municipalities, 
including early warning 
mechanisms to identify areas 
where challenges may arise 

To monitor 

and evaluate 
municipal 
performance 

By conducting 
performance 
reviews 

Performance 
review reports 
developed 

PMS Framework 
and Policy 

Develop reports 
on performance 
reviews 

conducted 

Develop 
reports on 
performance 
reviews 

conducted 

Develop 
reports on 
performance 
reviews 

conducted 

Develop 
reports on 
performance 
reviews 

conducted 

Develop 
reports on 
performance 
reviews 

conducted 


10.4.1.4. Strategic Objectives, Strategies, KPI's & Targets for Special Programmes Unit. 


KPA 1: Good 

Governance and Public 
Participation 

Strategic Objective: To exercise administrative and operational oversight, ensure good governance and public participation and engagement by 2022 

Performance Area: Special Programmes Unit 

Performance Objective 

To facilitate provision of service to people with special needs 


Development Strategies 

Status Quo 

Targets 

National, Provincial 
and District Alignment 

Strategies 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 

Target 

(2017/18) 

Year 2 - Annual 

Target 

(2018/19) 

Year 3 - Annual 

Target 

(2019/20) 

Year 4 - Annual 
Target 
(2020/21) 

Year 5 - Annual 
Target 
(2021/22) 


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Improve health and life 
expectancy (Outcome 

2). 

By developing an SPU 
Mainstreaming 
Strategy & 
Implementation Plan 

SPU Mainstreaming 
Strategy & 
Implementation Plan 
adopted by Council 

New 

Develop & 

implement SPU 
Mainstreaming 
Strategy & 

Implementation 
Plan by 30 June 
2018 

Review & 

implement SPU 
Mainstreaming 
Strategy & 

Implementation 
Plan by 30 June 
2019 

Review & 

implement SPU 
Mainstreaming 
Strategy & 

Implementation 
Plan by 30 June 
2020 

Review & 

implement SPU 
Mainstreaming 
Strategy & 

Implementation 
Plan by 30 June 
2021 

Review & 

implement SPU 
Mainstreaming 
Strategy & 

Implementation 
Plan by 30 June 
2022 

Improve health and life 
expectancy (Outcome 

2). 

By developing an 
HIV/AIDS Strategy & 
Implementation Plan 

HIV/AIDS Strategy & 
Implementation Plan 
adopted by Council 

New 

Develop & 

implement 

HIV/AIDS 

Strategy & 

Implementation 
Plan by 30 June 
2018 

Review & 

implement 

HIV/AIDS 

Strategy & 

Implementation 
Plan by 30 June 
2019 

Review & 

implement 

HIV/AIDS 

Strategy & 

Implementation 
Plan by 30 June 
2020 

Review & 

implement 

HIV/AIDS 

Strategy & 

Implementation 
Plan by 30 June 
2021 

Review & 

implement 

HIV/AIDS 

Strategy & 

Implementation 
Plan by 30 June 
2022 

Improve health and life 
expectancy (Outcome 

2). 

By complying with 
relevant legislation on 
special programmes 

Compliance Reports on 
special programmes 
legislation 

New 

Comply with all 
legislation 
relating to 

special 

programmes by 
30 June 2018 

Comply with all 
legislation 
relating to 

special 

programmes by 
30 June 2019 

Comply with all 
legislation 
relating to 

special 

programmes by 
30 June 2020 

Comply with all 
legislation 
relating to 

special 

programmes by 
30 June 2021 

Comply with all 
legislation 
relating to 

special 

programmes by 
30 June 2022 

Improve health and life 
expectancy (Outcome 

2). 

By establishing SPU 
Forums - Forum for 
elderly, youth, 
children, military 
veterans, people with 
disabilities, people 
with HIV/AIDS, 
Circumcision Forum 

SPU forums 
established 

New 

Eight forums 
established by 
30 June 2018 

Eight forums 
established by 
30 June 2019 

Eight forums 
established by 
30 June 2020 

Eight forums 
established by 
30 June 2021 

Eight forums 
established by 
30 June 2022 

Improve health and life 
expectancy (Outcome 

2). 

By maintaining good 
relations with SPU 

Forums 

Reports from and 
number meetings held 

New 

Four reports by 
30 June 2018 

Four reports by 
30 June 2019 

Four reports by 
30 June 2020 

Four reports by 
30 June 2021 

Four reports by 
30 June 2022 

Improve health and life 
expectancy (Outcome 

2). 

By promoting the well- 
being of the elderly, 
persons with 
disabilities, Women, 
youth and children 
through awareness 
campaigns 

Number of campaigns 
held 

New 

Four campaigns 
by 30 June 
2018 

Four campaigns 
by 30 June 
2019 

Four campaigns 
by 30 June 
2020 

Four campaigns 
by 30 June 
2021 

Four campaigns 
by 30 June 
2022 


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Improve health and life 
expectancy (Outcome 

2). 

By promoting child 
welfare through 
campaigns 

Number of campaigns 
held 

New 

Four campaigns 
by 30 June 
2018 

Four campaigns 
by 30 June 
2019 

Four campaigns 
by 30 June 
2020 

Four campaigns 
by 30 June 
2021 

Four campaigns 
by 30 June 
2022 

Outcome 1: Improve 
the quality of basic 
education 

By encouraging and 
guiding learners to 
pursue market related 
careers through career 
guidance campaigns 

Number of campaigns 
held 

New 

Four campaigns 
by 30 June 
2018 

Four campaigns 
by 30 June 
2019 

Four campaigns 
by 30 June 
2020 

Four campaigns 
by 30 June 
2021 

Four campaigns 
by 30 June 
2022 

National Outcome 
(Output): Improve 
health and life 
expectancy (Outcome 

2). 

By strengthening 
Youth development 
programmes 

Participation in youth 

development 

programmes/initiatives 

New 

Four campaigns 
by 30 June 
2018 

Four campaigns 
by 30 June 
2019 

Four campaigns 
by 30 June 
2020 

Four campaigns 
by 30 June 
2021 

Four campaigns 
by 30 June 
2022 

National Outcome 
(Output): Improve 
health and life 
expectancy (Outcome 

2). 

By providing 
awareness campaigns 
and war room 

intervention to 

communities of EMLM 
in HIV/ AIDS related 
issues. 

ITrainingand 1 
awareness conducted 
in each quarter for all 
wards 

New 

Four campaigns 
by 30 June 
2018 

Four campaigns 
by 30 June 
2019 

Four campaigns 
by 30 June 
2020 

Four campaigns 
by 30 June 
2021 

Four campaigns 
by 30 June 
2022 

LGE Manifesto: 

Working with the 
provincial and national 
departments to 
intensify prevention 
initiatives and expand 
the treatment 
programme of HIV and 
AIDS 

Four campaigns 
by 30 June 
2018 

Four campaigns 
by 30 June 
2019 

Four campaigns 
by 30 June 
2020 

Four campaigns 
by 30 June 
2021 

Four campaigns 
by 30 June 
2022 

National Outcome 
(Output): Improve 
health and life 
expectancy (Outcome 

2). 

By facilitating the 
implementation of 
food Security 
programme for 
vulnerable groups and 
HIV/AIDS in all EMLM 
wards 

Food gardens for 
people living with 
HIV/AIDS and 
vulnerable individuals 

New 

34 Community 
Food Gardens 
by 30 June 
2018 

34 Community 
Food Gardens 
by 30 June 
2018 

34 Community 
Food Gardens 
by 30 June 
2018 

34 Community 
Food Gardens 
by 30 June 
2018 

34 Community 
Food Gardens 
by 30 June 
2018 

LGE Manifesto: 

Working with the 
provincial and national 
departments to 
intensify prevention 
initiatives and expand 
the treatment 
programme of HIV and 
AIDS 


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LGE Manifesto: 

Working with the 
provincial and national 
departments to 




Provide tools of 

Provide tools of 

Provide tools of 

Provide tools of 

Provide tools of 

intensify prevention 
initiatives and expand 
the treatment 
programme of HIV and 
AIDS 

Provide tools of trade 

Tools of trade provided 

New 

trade by 

30/6/18 

trade by 

30/6/19 

trade by 

30/6/20 

trade by 

30/6/21 

trade by 

30/6/22 


10.4.1.5. Strategic Objectives, Strategies, KPI's & Targets for Oversight. 


KPA 1: Good Governance and 
Public Participation 

Strategic Objectives: To exercise administrative and operational oversight, ensure good governance and public participation and engagement by 2022 

Performance Area: Oversight 

Performance Objective 

To exercise administrative oversight 


Development Strategies 

Status Quo 

Targets 

National, Provincial and 

District Alignment 

Strategies 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target 
(2017/18) 

Year 2 - Annual 

Target 

(2018/19) 

Year 3 - Annual 

Target 

(2019/20) 

Year 4 - Annual 
Target 
(2020/21) 

Year 5 - Annual 
Target 
(2021/22) 


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Outcome 9 (OUTPUT 1): 
Implement a differentiated 
approach to municipal 
financing, planning and 
support 

By ensuring the 
developing a 5 Year 
(2017-2022) 

Integrated 

Development Plan 

2017-2022 IDP 
adopted by Council 

2016/17 

IDP 

adopted by 
Council 

Implement IDP 
by 30 June 
2018 

Review & 
implement IDP 
by 30 June 
2019 

Review & 
implement IDP 
by 30 June 
2020 

Review & 
implement IDP 
by 30 June 
2021 

Review & 
implement IDP 
by 30 June 
2022 

Outcome 9 (OUTPUT 1): 
Implement a differentiated 
approach to municipal 
financing, planning and 
support 

Facilitate the 

Prioritisation of 
project and 
programme from the 

IDP in the municipal 
budget and PMS 
process 

Prioritised projects 

2016/17 

SDBIP 

Implement 
prioritised & 
funded projects 
by 30 June 
2018 

Implement 
prioritised & 
funded projects 
by 30 June 
2019 

Implement 
prioritised & 
funded projects 
by 30 June 
2020 

Implement 
prioritised & 
funded projects 
by 30 June 
2021 

Implement 
prioritised & 
funded projects 
by 30 June 
2022 

Outcome 9 (OUTPUT 1): 
Implement a differentiated 
approach to municipal 
financing, planning and 
support 

Ensure that internal 
departments are 
implementing 
projects as set out in 
the IDP 

2017-2018 

Consolidated Project 
Register 

2016/17 

SDBIP 

Monitor 
implementation 
of consolidated 
Projects 
Register by 
30/06/2018 

Monitor 
implementation 
of consolidated 
Projects 
Register by 
30/06/2019 

Monitor 
implementation 
of consolidated 
Projects 
Register by 
30/06/2020 

Monitor 
implementation 
of consolidated 
Projects 
Register by 
30/06/2021 

Monitor 
implementation 
of consolidated 
Projects 
Register by 
30/06/2022 

Outcome 9 (OUTPUT 1): 
Implement a differentiated 
approach to municipal 
financing, planning and 
support 

Coordinate various 
meetings with the 
community, sector 
departments and 
private sector on the 
development, 
implementation and 
performance of the 

IDP 

Number of and reports 
of stakeholder 
engagements. 

New 

Four 

Stakeholder 
engagements 
by 30/06/2018 

Four 

Stakeholder 
engagements 
by 30/06/2019 

Four 

Stakeholder 
engagements 
by 30/06/2020 

Four 

Stakeholder 
engagements 
by 30/06/2021 

Four 

Stakeholder 
engagements 
by 30/06/2022 

Outcome 9 (OUTPUT 1): 
Implement a differentiated 
approach to municipal 
financing, planning and 
support 

By convening IGR 
meetings 

Number of IGR 
meetings conducted 

New 

Four IGR 
meeting 
convened by 
30/06/18 

Four IGR 
meeting 
convened by 
30/06/19 

Four IGR 
meeting 
convened by 
30/06/20 

Four IGR 
meeting 
convened by 
30/06/21 

Four IGR 
meeting 
convened by 
30/06/22 

Outcome 9 (OUTPUT 1): 
Implement a differentiated 
approach to municipal 
financing, planning and 
support 

Through continuous 
involvement of 
stakeholders in 
municipal 

activities/programmes 

Number of stakeholder 
engagements held 

New 

Four Public 
Participation 
engagements 
convened by 
30/06/18 

Four Public 
Participation 
engagements 
convened by 
30/06/19 

Four Public 
Participation 
engagements 
convened by 
30/06/20 

Four Public 
Participation 
engagements 
convened by 
30/06/21 

Four Public 
Participation 
engagements 
convened by 
30/06/22 


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Outcome 9 (OUTPUT 1): 
Implement a differentiated 
approach to municipal 
financing, planning and 
support 

By electing an Audit & 
Risk Management 
Committee & ensure 
its functionality 

Audit & Risk 
Management 

Committee elected 

functional 

New 

Four Audit & 

Risk MGT 

Committee 
meetings held 
by 30/06/18 

Four Audit & 

Risk MGT 

Committee 
meetings held 
by 30/06/19 

Four Audit & 

Risk MGT 

Committee 
meetings held 
by 30/06/20 

Four Audit & 

Risk MGT 

Committee 
meetings held 
by 30/06/21 

Four Audit & 

Risk MGT 

Committee 
meetings held 
by 30/06/22 

Outcome 9 (OUTPUT 1): 
Implement a differentiated 
approach to municipal 
financing, planning and 
support 

By submitting Audit & 
Risk Management 
Committee reports to 
Council 

Audit & Risk 
Management 

Committee reports 
submitted to the 

council. 

New 

Two Audit & 

Risk MGT 
reports 
submitted to 
Council by 
30/6/18 

Two Audit & 

Risk MGT 
reports 
submitted to 
Council by 
30/6/19 

Two Audit & 

Risk MGT 
reports 
submitted to 
Council by 
30/6/20 

Two Audit & 

Risk MGT 
reports 
submitted to 
Council by 
30/6/21 

Two Audit & 

Risk MGT 
reports 
submitted to 
Council by 
30/6/22 

Outcome 9 (OUTPUT 1): 
Implement a differentiated 
approach to municipal 
financing, planning and 
support 

By electing a 

Municipal Public 
Accounts Committee 

Municipal Public 
Accounts Committee 

elected functional 

2016/17 

MPAC 

Functional 
MPAC by 
30/6/18 

Functional 
MPAC by 
30/6/19 

Functional 
MPAC by 
30/6/20 

Functional 
MPAC by 
30/6/21 

Functional 
MPAC by 
30/6/22 

Outcome 9 (OUTPUT 1): 
Implement a differentiated 
approach to municipal 
financing, planning and 
support 

By submitting 

Municipal Public 
Accounts Committee 
reports to Council 

Municipal Public 
Accounts Committee 
reports submitted to 
the council. 

Four 

quarterly 
MPAC 
reports by 
30 June 

2017 

Four quarterly 
MPAC meetings 
by 30/6/18 

Four quarterly 
MPAC meetings 
by 30/6/19 

Four quarterly 
MPAC meetings 
by 30/6/20 

Four quarterly 
MPAC meetings 
by 30/6/21 

Four quarterly 
MPAC meetings 
by 30/6/22 

Outcome 9 (OUTPUT 1): 
Implement a differentiated 
approach to municipal 
financing, planning and 
support 

By conducting 
community & 
business satisfaction 

surveys 

Community & business 
satisfaction survey 
conducted 

One survey 
conducted 
by the 
30/6/17 

One survey 
conducted by 
the 30/6/18 

One survey 
conducted by 
the 30/6/19 

One survey 
conducted by 
the 30/6/20 

One survey 
conducted by 
the 30/6/21 

One survey 
conducted by 
the 30/6/22 

L6E Manifesto: Ensuring that 
all municipalities conduct 
consumer satisfaction surveys 

Outcome 9 (OUTPUT 1): 
Implement a differentiated 
approach to municipal 
financing, planning and 
support 

By conducting Batho 
Pele workshop for 
Councillors and Staff 

Report of the Batho 
Pele workshop for 
councillors & staff 

New 

One Batho-Pele 
workshop for 
Councillors & 
staff by 
30/6/18 

One Batho-Pele 
workshop for 
Councillors & 
staff by 
30/6/19 

One Batho-Pele 
workshop for 
Councillors & 
staff by 
30/6/20 

One Batho-Pele 
workshop for 
Councillors & 
staff by 
30/6/21 

One Batho-Pele 
workshop for 
Councillors & 
staff by 
30/6/22 

LGE Manifesto: Rolling out 
the Batho Pele Standards 
Framework for local 
government to improve 
service delivery 


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the Batho Pele Standards 




Provide tools of 

Provide tools of 

Provide tools of 

Provide tools of 

Provide tools of 

Framework for local 

Provide tools of trade 

Tools of trade provided 

New 

trade by 

trade by 

trade by 

trade by 

trade by 

government to improve 
service delivery 




30/6/18 

30/6/19 

30/6/20 

30/6/21 

30/6/22 


10.4.1.6. Strategic Objectives, Strategies, KPI's & Targets for Internal Auditing. 


KPA 1: Good Governance and Public 

Participation 

Strategic Objectives: To exercise administrative and operational oversight, ensure good governance and public participation and engagement by 

2022 

KFA: Internal Auditing 

Performance Objectives 

To perform internal auditing and risk management 

Status quo 

Development Strategies 

National, Provincial and 
District Alignment 

Strategy 

KPI 

Base Year 

- Baseline 

(2016/17) 

Year 1 - Annual 

Target 

(2017/18) 

Year 2 - Annual 

Target (2018/19) 

Year 3 - 

Annual Target 
(2019/20) 

Year 4 - Annual 

Target 

(2020/21) 

Year 5 - Annual 

Target 

(2021/22) 

LGE Manifesto: 

Strengthening internal 
capacity of municipalities to 

monitor work of 

municipalities, including 
early warning mechanisms 
to identify areas where 
challenges may arise 

Develop & implement 
a 3 Year Rolling Risk 

Based Internal Audit 

Plan 

Risk Based Audit Action 

Plan adopted by 

Council 

2016/17 

Audit 

Action 

Plan 

Develop & 
implement Risk 

Based Audit 

Action Plan by 
30/6/18 

Review & 

implement Risk 

Based Audit 

Action Plan by 
30/6/19 

Review & 

implement 

Risk Based 

Audit Action 

Plan by 
30/6/20 

Review & 

implement Risk 

Based Audit 

Action Plan by 
30/6/21 

Review & 

implement Risk 

Based Audit 

Action Plan by 
30/6/22 

LGE Manifesto: 

Strengthening internal 
capacity of municipalities to 

monitor work of 

municipalities, including 
early warning mechanisms 
to identify areas where 
challenges may arise 

Develop & implement 
a Risk Management 

Plan 

Risk Management Plan 
adopted by Council 

New 

Develop & 
implement Risk 
Management 
Plan by 30/6/18 

Review & 

implement Risk 
Management Plan 
by 30/6/19 

Review & 

implement 

Risk 

Management 
Plan by 
30/6/20 

Review & 

implement Risk 
Management 
Plan by 
30/6/21 

Review & 

implement Risk 
Management 
Plan by 30/6/22 


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LGE Manifesto: 

Strengthening internal 
capacity of municipalities to 

monitor work of 

municipalities, including 
early warning mechanisms 
to identify areas where 
challenges may arise 

Develop & implement 

internal audit 

controls, risk 
management & 

governance processes 

Internal audit controls, 
risk management & 

governance processes 

developed & signed-off 

2016/17 

Audit 

Action 

Plan 

Develop & 
implement 

internal audit 

controls, risk 
management & 

governance 

processes by 
30/6/18 

Review & 

implement 

internal audit 

controls, risk 
management & 

governance 

processes by 
30/6/19 

Review & 

implement 

internal audit 

controls, risk 
management 
& governance 
processes by 
30/6/20 

Review & 

implement 

internal audit 

controls, risk 
management & 

governance 

processes by 
30/6/21 

Review & 

implement 

internal audit 

controls, risk 
management & 

governance 

processes by 
30/6/22 

LGE Manifesto: 

Strengthening internal 
capacity of municipalities to 

monitor work of 

municipalities, including 
early warning mechanisms 
to identify areas where 
challenges may arise 

Perform internal 

audits 

Internal Audit Reports 

submitted to Council 

2016/17 

Audit 

Action 

Plan 

Perform 4 

quarterly audits 
by 30/6/18 

Perform 4 

quarterly audits 
by 30/6/19 

Perform 4 

quarterly 
audits by 
30/6/20 

Perform 4 

quarterly 
audits by 

30/6/21 

Perform 4 

quarterly audits 
by 30/6/22 

LGE Manifesto: 

Strengthening internal 
capacity of municipalities to 

monitor work of 

municipalities, including 
early warning mechanisms 
to identify areas where 
challenges may arise 

Provide tools of trade 

Tools of trade provided 

New 

Provide tools of 

trade by 

30/6/18 

Provide tools of 

trade by 30/6/19 

Provide tools 

of trade by 
30/6/20 

Provide tools of 

trade by 

30/6/21 

Provide tools of 

trade by 

30/6/22 


10.4.1.7. Strategic Objectives, Strategies, KPI's & Targets for Legal Services. 


KPA 1: Good Governance and 
Public Participation 

Strategic Objectives: To exercise administrative and operational oversight, ensure good governance and public participation and engagement by 2022 

KFA: Legal Services 

Performance Objectives 

To facilitate provision of legal services to the municipality 

Status quo 

Development Strategies 


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National, Provincial and 

District Alignment 

Strategy 

KPI 

Base Year 

- Baseline 
(2016/17) 

Year 1 - Annual 

Target 

(2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - 
Annual Target 
(2019/20) 

Year 4 - 
Annual Target 
(2020/21) 

Year 5 - Annual 
Target 
(2021/22) 

LGE Manifesto: Strengthening 
internal capacity of 
municipalities to monitor work 
of municipalities, including 
early warning mechanisms to 
identify areas where challenges 
may arise 

Develop guidelines 
for service level 
agreements 

Council approved SLA 
guidelines 

New 

Develop & 
implement SLA 
guidelines by 
30/6/18 

Review & 
implement SLA 
guidelines by 
30/6/19 

Review & 
implement 

SLA guidelines 
by 30/6/20 

Review & 
implement 

SLA guidelines 
by 30/6/21 

Review & 
implement SLA 
guidelines by 
30/6/22 

LGE Manifesto: Strengthening 
internal capacity of 
municipalities to monitor work 
of municipalities, including 
early warning mechanisms to 
identify areas where challenges 
may arise 

Develop service level 
agreements 

SLA developed for all 
contracts 

New 

Develop SLA's 
for all contracts 
by 30/6/18 

Develop SLA's for 
all contracts by 
30/6/19 

Develop SLA's 
for all 

contracts by 
30/6/20 

Develop SLA's 
for all 

contracts by 
30/6/21 

Develop SLA's 
for all contracts 
by 30/6/22 

LGE Manifesto: Strengthening 
internal capacity of 
municipalities to monitor work 
of municipalities, including 
early warning mechanisms to 
identify areas where challenges 
may arise 

Develop guidelines 
for general contracts 
& other negotiable 
instruments 

Council approved 
general contracts 
guidelines 

New 

Develop & 
implement 
general 
contract 
guidelines by 
30/6/18 

Review & 
implement 
general contract 
guidelines by 
30/6/19 

Review & 
implement 
general 
contract 
guidelines by 
30/6/20 

Review & 
implement 
general 
contract 
guidelines by 
30/6/21 

Review & 
implement 
general 
contract 
guidelines by 
30/6/22 

LGE Manifesto: Strengthening 
internal capacity of 
municipalities to monitor work 
of municipalities, including 
early warning mechanisms to 
identify areas where challenges 
may arise 

Develop general 
contracts and 
negotiable 
instruments 

Contracts developed 
for all transactions with 
binding legal relations 

New 

Develop 
contracts for all 

transactions 
with binding 
legal relations 
by 30/6/18 

Develop 
contracts for all 
transactions with 
binding legal 
relations by 
30/6/19 

Develop 
contracts for 

all 

transactions 
with binding 
legal relations 
by 30/6/20 

Develop 
contracts for 

all 

transactions 
with binding 
legal relations 
by 30/6/21 

Develop 
contracts for all 

transactions 
with binding 
legal relations 
by 30/6/22 

LGE Manifesto: Strengthening 
internal capacity of 
municipalities to monitor work 
of municipalities, including 
early warning mechanisms to 
identify areas where challenges 
may arise 

Advise Council on 
matters with or 
without litigation 
prospects 

Documented legal 
advice provided to 

Council 

New 

Provide legal 
advice to 

Council by 
30/6/18 

Provide legal 
advice to Council 
by 30/6/19 

Provide legal 
advice to 

Council by 
30/6/20 

Provide legal 
advice to 

Council by 
30/6/21 

Provide legal 
advice to 

Council by 
30/6/22 


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LGE Manifesto: Strengthening 
internal capacity of 
municipalities to monitor work 
of municipalities, including 
early warning mechanisms to 
identify areas where challenges 
may arise 

Formulate charges on 
material legal 
breaches 

Litigation Register 
formulated 

New 

Formulate a 
Litigations 
Register by 
30/6/18 

Formulate a 
Litigations 

Register by 

30/6/19 

Formulate a 
Litigations 
Register by 
30/6/20 

Formulate a 
Litigations 
Register by 
30/6/21 

Formulate a 
Litigations 
Register by 
30/6/22 

LGE Manifesto: Strengthening 
internal capacity of 
municipalities to monitor work 
of municipalities, including 
early warning mechanisms to 
identify areas where challenges 
may arise 

Advise Council on 
litigation procedures 

Documented legal 
advice on litigation 
procedures 

New 

Advice Council 
on litigation 
procedures by 
30/6/18 

Advice Council on 
litigation 
procedures by 
30/6/19 

Advice 

Council on 
litigation 
procedures by 
30/6/20 

Advice Council 
on litigation 
procedures by 
30/6/21 

Advice Council 
on litigation 
procedures by 
30/6/22 

LGE Manifesto: Strengthening 
internal capacity of 
municipalities to monitor work 
of municipalities, including 
early warning mechanisms to 
identify areas where challenges 
may arise 

Develop a legal 
compliance manual 

Legal compliance 
manual approved by 
Council 

New 

Develop & 
implement 

Legal 

Compliance 
Manual by 
30/6/18 

Review & 
implement Legal 
Compliance 

Manual by 

30/6/19 

Review & 
implement 

Legal 

Compliance 
Manual by 
30/6/20 

Review & 
implement 

Legal 

Compliance 
Manual by 
30/6/21 

Review & 
implement 

Legal 

Compliance 
Manual by 
30/6/22 

LGE Manifesto: Strengthening 
internal capacity of 
municipalities to monitor work 
of municipalities, including 
early warning mechanisms to 
identify areas where challenges 
may arise 

Develop Labour 
Relations Manual 

Labour Relations 

Manual approved by 
Council 

New 

Develop & 
implement 

Labour 

Relations 

Manual by 
30/6/18 

Review & 
implement 

Labour Relations 
Manual by 

30/6/19 

Review & 

implement 

Labour 

Relations 
Manual by 
30/6/20 

Review & 

implement 

Labour 

Relations 

Manual by 
30/6/21 

Review & 
implement 

Labour 

Relations 

Manual by 
30/6/22 

LGE Manifesto: Strengthening 
internal capacity of 
municipalities to monitor work 
of municipalities, including 
early warning mechanisms to 
identify areas where challenges 
may arise 

Provide tools of trade 

Tools of trade provided 

New 

Provide tools of 
trade by 

30/6/18 

Provide tools of 
trade by 30/6/19 

Provide tools 
of trade by 
30/6/20 

Provide tools 
of trade by 
30/6/21 

Provide tools of 
trade by 

30/6/22 


10.4.1.8. Strategic Objectives, Strategies, KPI's & Targets for EPWP. 


KPA 1: Good Governance and Public 
Participation 

Strategic Objectives: To exercise administrative and operational oversight, ensure good governance and public participation and engagement by 

2022 

KFA: Expanded Public Works Programme 



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Performance Objectives 

Coordinate expanded public works programme on infrastructure, social sector and environmental sector 

Alignment 

Development Strategies 

Baseline 

5 Year Performance Targets 

National, Provincial and District 

Alignment 

Strategies 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - 

Annual 

Target 

(2017/18) 

Year 2- 

Annual 

Target 

(2018/19) 

Year 3 - 

Annual 

Target 

(2019/20) 

Year 4 - 

Annual 

Target 

(2020/21) 

Year 5 - 

Annual 

Target 

(2021/22) 

LGE Manifesto: Ensuring the Expanded 
Public Works Programme takes 
advantage of the Municipal 

Infrastructure Grant to create labour 
absorption activities and job 
opportunities 

Through the 

Incentive Grant 

Number of projects 
implemented 

To create 

1500 work 
opportunities 
by 30/6/18 

To create 

1500 work 
opportunities 
by 30/6/19 

To create 

1500 work 
opportunities 
by 30/6/20 

To create 

1500 work 
opportunities 
by 30/6/21 

To create 

1500 work 
opportunities 
by 30/6/22 

To create 

1500 work 
opportunities 
by 30/6/23 

LGE Manifesto: Ensuring the Expanded 
Public Works Programme takes 
advantage of the Municipal 

Infrastructure Grant to create labour 
absorption activities and job 
opportunities 

Reports through 

EPWP Reporting 

System 

Reports submitted to 
NDPW 

12 Reports 

To submit 12 
Reports to 
NDPW by 
30/6/18 

To submit 12 
Reports to 
NDPW by 
30/6/19 

To submit 12 
Reports to 
NDPW by 
30/6/20 

To submit 12 
Reports to 
NDPW by 
30/6/21 

To submit 12 
Reports to 
NDPW by 
30/6/22 

LGE Manifesto: Ensuring the Expanded 
Public Works Programme takes 
advantage of the Municipal 

Infrastructure Grant to create labour 
absorption activities and job 
opportunities 

Prepare an 
expenditure report 

Reports submitted to 
NDPW 

12 Reports 

To submit 12 
Reports to 
NDPW by 
30/6/18 

To submit 12 
Reports to 
NDPW by 
30/6/19 

To submit 12 
Reports to 
NDPW by 
30/6/20 

To submit 12 
Reports to 
NDPW by 
30/6/21 

To submit 12 
Reports to 
NDPW by 
30/6/22 

LGE Manifesto: Ensuring the Expanded 
Public Works Programme takes 
advantage of the Municipal 

Infrastructure Grant to create labour 
absorption activities and job 
opportunities 

Provide tools of trade 

Tools of trade provided 

New 

Provide tools 
of trade by 
30/6/18 

Provide tools 
of trade by 
30/6/19 

Provide tools 
of trade by 
30/6/20 

Provide tools 
of trade by 
30/6/21 

Provide tools 
of trade by 
30/6/22 


10.4.1.9. Strategic Objectives, Strategies, KPI's & Targets for Municipal Administration. 


KPA 1: Good 

Governance and Public 
Participation 

Strategic Objectives: To exercise administrative and operational oversight, ensure good governance and public participation and engagement by 2022 

KFA: Administration 



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Performance Objectives 

To exercise administrative oversight 

Status quo 

Development Strategies 

National, Provincial and 
District Alignment 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 - Annual 
Target (2020/21) 

Year 5 - Annual 
Target (2021/22) 

National Outcome 9: A 
response and, 
accountable effective 
and efficient local 
government. 

By developing Annual 
Calendar for Council 

Annual Council 

Calendar 

developed 

New 

All Council 
meetings 
organised in line 
with Council 
Calendar by 
30/6/18 

All Council 
meetings 
organised in line 
with Council 
Calendar by 
30/6/19 

All Council 
meetings 
organised in line 
with Council 
Calendar by 
30/6/20 

All Council 
meetings 
organised in line 
with Council 
Calendar by 
30/6/21 

All Council 
meetings 
organised in line 
with Council 
Calendar by 
30/6/22 

By developing Annual 
Calendar for Council 

Committees 

Annual Council 

Committees 

Calendar 

developed 

New 

All Council 

Committee 
meetings 
organised in line 
with Council 

Committees 
Calendar by 
30/6/18 

All Council 

Committee 
meetings 
organised in line 
with Council 

Committees 
Calendar by 
30/6/19 

All Council 

Committee 
meetings 
organised in line 
with Council 

Committees 
Calendar by 
30/6/20 

All Council 

Committee 
meetings 
organised in line 
with Council 

Committees 
Calendar by 
30/6/21 

All Council 

Committee 
meetings 
organised in line 
with Council 

Committees 
Calendar by 
30/6/22 

2016 LGE Manifesto: 
Vigorously 
implementing anti- 
corruption programmes 
to identify and deal 
effectively with cases of 
fraud and corruption 

By developing & 
implementing Anti- 
Fraud & Corruption 
Strategy 

Anti-Fraud & 
Corruption 

Strategy adopted 
by Council 

New 

Develop & 
implement Anti- 
Fraud & 
Corruption 
Strategy 
by30/6/18 

Review & 
implement Anti- 
Fraud & 
Corruption 
Strategy by 
30/6/19 

Review & 
implement Anti- 
Fraud & 
Corruption 
Strategy by 
30/6/20 

Review & 
implement Anti- 
Fraud & 
Corruption 
Strategy by 
30/6/21 

Review & 
implement Anti- 
Fraud & 
Corruption 
Strategy by 
30/6/22 

2017 LGE Manifesto: 
Vigorously 
implementing anti- 
corruption programmes 
to identify and deal 
effectively with cases of 
fraud and corruption 

Provide tools of trade 

Tools of trade 
provided 

New 

Provide tools of 
trade by 30/6/18 

Provide tools of 
trade by 30/6/19 

Provide tools of 
trade by 30/6/20 

Provide tools of 
trade by 30/6/21 

Provide tools of 
trade by 30/6/22 


10.4.2. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION. 


10.4.2.1. Strategic Objectives, Strategies, KPI's & Targets for Records Management. 


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KPA 2: Municipal Institutional 
Development and Transformation 

Strategic To ensure institutional transformation, development of a capable human capital and provide administrative 
support by 2022 

Performance Area: Records Management 

Development Strategies 

Baseline 

5 Year Performance Targets 

Performance Objectives 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 

Target 

(2017/18) 

Year 2 - Annual 

Target 

(2018/19) 

Year 3 - Annual 

Target 

(2019/20) 

Year 4 - Annual 
Target 
(2020/21) 

Year 5 - Annual 
Target 
(2021/22) 

To ensure safe record 
keeping and recovery of 
documents 

Develop a Records 
Management Policy 

Council approved 
Records Management 
Policy 

New 

Develop & 
implement 
Records 
Management 
Policy by 

30/6/18 

Review & 
implement 
Records 
Management 
Policy by 
30/6/19 

Review & 
implement 
Records 
Management 
Policy by 
30/6/20 

Review & 
implement 
Records 
Management 
Policy by 
30/6/21 

Review & 
implement 
Records 
Management 
Policy by 
30/6/22 

To ensure safe record 
keeping and recovery of 
documents 

Develop a File Plan 

File Plan developed 

New 

Develop & 
implement File 
Plan by 30/6/18 

Review & 
implement File 
Plan by 30/6/19 

Review & 
implement File 
Plan by 30/6/20 

Review & 
implement File 
Plan by 30/6/21 

Review & 
implement File 
Plan by 30/6/22 

To ensure safe record 
keeping and recovery of 
documents 

By ensuring that all 
outgoing and 
incoming 

correspondence is 
captured and 
referenced. 

Incoming and outgoing 
correspondence 
monitored and 
registered 

New 

Register all 
incoming & 
outgoing 
correspondence 
by 30/6/18 

Register all 
incoming & 
outgoing 
correspondence 
by 30/6/19 

Register all 
incoming & 
outgoing 
correspondence 
by 30/6/20 

Register all 
incoming & 
outgoing 
correspondence 
by 30/6/21 

Register all 
incoming & 
outgoing 
correspondence 
by 30/6/22 

To ensure safe record 
keeping and recovery of 
documents 

By strengthening and 
implementing proper 
records classification 
systems. 

Sound records 
classification system 

New 

Maintain 
accurate & up- 
to date records 
by 30/6/18 

Maintain 
accurate & up- 
to date records 
by 30/6/19 

Maintain 
accurate & up- 
to date records 
by 30/6/20 

Maintain 
accurate & up- 
to date records 
by 30/6/21 

Maintain 
accurate & up- 
to date records 
by 30/6/22 

To ensure safe record 
keeping and recovery of 
documents 

By following the 
proper procedures on 
the disposal of 
records 

Obsolete records 
disposed -off 

New 

Dispose- off all 
obsolete 
records by 
30/6/18 

Dispose- off all 
obsolete 
records by 
30/6/19 

Dispose- off all 
obsolete 
records by 
30/6/20 

Dispose- off all 
obsolete 
records by 
30/6/21 

Dispose -off all 
obsolete 
records by 
30/6/22 

To ensure safe record 
keeping and recovery of 
documents 

Develop & implement 
a File Movement 
Register 

File Movement Register 
developed 

New 

Develop & use 
File Movement 
Register by 
30/6/18 

Use File 

Movement 
Register by 
30/6/19 

Use File 

Movement 
Register by 
30/6/20 

Use File 

Movement 
Register by 
30/6/21 

Use File 

Movement 
Register by 
30/6/22 

To ensure safe record 
keeping and recovery of 
documents 

By following access to 
information 
procedure manual on 
documents 
requested. 

Prompt reply/ response 
on information 
requests. 

New 

Respond to 
request for 
information 

within 1 
working day by 

Respond to 
request for 
information 

within 1 
working day by 

Respond to 
request for 
information 

within 1 
working day by 

Respond to 
request for 
information 

within 1 
working day by 

Respond to 
request for 
information 

within 1 
working day by 


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30/6/18 

30/6/19 

30/6/20 

30/6/21 

30/6/22 

To ensure safe record 
keeping and recovery of 
documents 

Safe-keeping of 
employee records 

Employee files updated 
timeously 

New 

Update 

employee files 
on a monthly 
basis by 

30/6/18 

Update 

employee files 
on a monthly 
basis by 

30/6/19 

Update 

employee files 
on a monthly 
basis by 

30/6/20 

Update 

employee files 
on a monthly 
basis by 

30/6/21 

Update 

employee files 
on a monthly 
basis by 

30/6/22 

To ensure safe record 
keeping and recovery of 
documents 

Provide tools of trade 

Tools of trade provided 

New 

Provide tools of 
trade by 

30/6/18 

Provide tools of 
trade by 

30/6/19 

Provide tools of 
trade by 

30/6/20 

Provide tools of 
trade by 

30/6/21 

Provide tools of 
trade by 

30/6/22 


10.4.2.2. Strategic Objectives, Strategies, KPI's & Targets for Council Support. 


KPA 2: Municipal Institutional Development and 
Transformation 


Strategic To ensure institutional transformation, development of a capable human capital and provide administrative support by 2022 


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Key Focus Area: Council Support 

Development Strategies 

Baseline 

5 Year Performance Targets 

Performance 

Objectives 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 

Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 -Annual 
Target (2020/21) 

Year 5 - Annual 

Target (2021/22) 

To provide 
council support 

By ensuring 
standing rules and 
orders of the 

council are 
applied. 

Compiled, signed 
council agendas 
and distributed 
seven days in 
advance. 

New 

Ensure that all 68 
councillors and 

traditional leaders 
sign for receipt of all 
Council agendas 7 
days in advance by 
30/6/18 

Ensure that all 68 
councillors and 

traditional leaders 
sign for receipt of 
all Council 
agendas 7 days in 
advance by 

30/6/19 

Ensure that all 68 
councillors and 

traditional leaders 
sign for receipt of 
all Council 
agendas 7 days in 
advance by 

30/6/20 

Ensure that all 68 
councillors and 

traditional leaders 
sign for receipt of 
all Council 
agendas 7 days in 
advance by 

30/6/21 

Ensure that all 68 

councillors and 

traditional leaders 
sign for receipt of all 
Council agendas 7 
days in advance by 
30/6/22 

To provide 
council support 

Develop a 
schedule of 

Mayoral and 

Council meetings 

Annual schedule 
of Mayoral and 
Council meetings 

New 

Have an annual 
schedule of Mayoral 
Committee, Council 
& Portfolio 
Committee meetings 
by 30/6/18 

Have an annual 

schedule of 
Mayoral 
Committee, 
Council & 
Portfolio 

Committee 
meetings by 
30/6/19 

Have an annual 

schedule of 
Mayoral 
Committee, 
Council & Portfolio 

Committee 
meetings by 
30/6/20 

Have an annual 

schedule of 
Mayoral 
Committee, 
Council & Portfolio 

Committee 
meetings by 
30/6/21 

Have an annual 
schedule of Mayoral 
Committee, Council 
& Portfolio 
Committee meetings 
by 30/6/22 

To provide 
council support 

To render 

secretariat 

services to 

Council. 

Signed attendance 
registers and 
minutes of Council 
meetings 

New 

Provide secretariat 

services to all 

Council and Council 

Committee's 
meetings by 30/6/18 

Provide 

secretariat 

services to all 

Council and 

Council 

Committee's 
meetings by 
30/6/19 

Provide 

secretariat 

services to all 

Council and 

Council 

Committee's 
meetings by 
30/6/20 

Provide 

secretariat 

services to all 

Council and 

Council 

Committee's 
meetings by 
30/6/21 

Provide secretariat 

services to all Council 
and Council 

Committee's 
meetings by 30/6/22 

To provide 
council support 

By ensuring that 
councillors have 

full access to their 

benefits 

Councillor benefits 
that are 
implemented 
according to 
government 
gazette. 

New 

All 68 councillors to 
receive their 

benefits on time as 
stipulated in the 
government gazette 
by 30/6/18 

All 68 councillors 
to receive their 

benefits on time 
as stipulated in 
the government 
gazette by 

30/6/19 

All 68 councillors 
to receive their 

benefits on time 
as stipulated in 
the government 
gazette by 

30/6/20 

All 68 councillors 
to receive their 

benefits on time 
as stipulated in 
the government 
gazette by 

30/6/21 

All 68 councillors to 

receive their benefits 
on time as stipulated 
in the government 
gazette by 30/6/22 


10.4.2.3. Strategic Objectives, Strategies, KPI's & Targets for Fleet Management. 


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KPA 2: Municipal Institutional Development and 

Strategic To ensure institutional transformation, development of a capable human capital and provide administrative support by 2022 

Transformation 

Key Focus Area: Fleet Management 

Development Strategies 

Baseline 

5 Year Performance Targets 

Performance 

Objectives 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 

Target (2017/18) 

Year 2 - Annual 

Target (2018/19) 

Year 3 - Annual 

Target (2019/20) 

Year 4 - Annual 

Target 

(2020/21) 

Year 5 - Annual 

Target (2021/22) 

To manage 
municipal fleet 

Development a 

Fleet 

Management & 

Maintenance Plan 

Fleet 

Management and 

Maintenance Plan 

developed 

New 

Develop & 
implement Fleet 
Management & 

Maintenance Plan 

by 30/6/18 

Review & 

implement Fleet 
Management & 

Maintenance Plan 

by 30/6/19 

Review & 

implement Fleet 
Management & 

Maintenance Plan 

by 30/6/20 

Review & 

implement Fleet 
Management & 

Maintenance 

Plan by 30/6/21 

Review & 

implement Fleet 
Management & 

Maintenance Plan 

by 30/6/22 

To manage 
municipal fleet 

Implement a Fleet 
Replacement 

Schedule 

Fleet Replacement 

Schedule 

developed 

New 

Develop & 
implement Fleet 
Replacement 
Schedule by 30/6/18 

Review & 

implement Fleet 
Replacement 
Schedule by 
30/6/19 

Review & 

implement Fleet 
Replacement 
Schedule by 
30/6/20 

Review & 

implement Fleet 
Replacement 
Schedule by 
30/6/21 

Review & 

implement Fleet 
Replacement 
Schedule by 
30/6/22 

To manage 
municipal fleet 

By implementing 
vehicle recovery 

and fleet 

monitoring 

system. 

Developed and 
implementable 
fleet recovery and 
monitoring 
system. 

New 

Full Implementation 
of vehicle recovery 
and fleet monitoring 
system by 30/6/18 

Full 

Implementation of 
vehicle recovery 

and fleet 

monitoring system 
by 30/6/19 

Full 

Implementation of 
vehicle recovery 

and fleet 

monitoring system 
by 30/6/20 

Full 

Implementation 

of vehicle 

recovery and 
fleet monitoring 
system by 
30/6/21 

Full 

Implementation of 
vehicle recovery 

and fleet 

monitoring system 
by 30/6/22 

To manage 
municipal fleet 

Provide tools of 

trade for fleet 

management 

Tools of trade 

provided 

New 

Provide tools of 

trade by 30/6/18 

Provide tools of 

trade by 30/6/19 

Provide tools of 

trade by 30/6/20 

Provide tools of 

trade by 
30/6/21 

Provide tools of 

trade by 30/6/22 


10.4.2.4. Strategic Objectives, Strategies, KPI's & Targets for Human Resources Management. 


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KPA 2: Municipal Institutional Development and _ . . _ _ , ^ ^ , ... , , .. . . . A ^ , _ _ _ _ 

_ , . Strategic To ensure institutional transformation, development of a capable human capital and provide administrative support by 2022 

T ransformation 

Key Focus Area: Human Resources Management 

Development Strategies 

Baseline 

5 Year Performance Targets 

Performance 

Objectives 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 

Target (2017/18) 

Year 2 - Annual 

Target 

(2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 - Annual 
Target 
(2020/21) 

Year 5 - Annual 
Target (2021/22) 

To ensure 
provision of an 
effective and 

efficient human 

resources 

administration 

Develop Human 
Resources 
Development 
Strategy 

HRD Strategy adopted 
by Council 

New 

Develop & 
implement HRD 
Strategy by 30/6/18 

Review & 
implement HRD 
Strategy by 
30/6/19 

Review & 
implement HRD 
Strategy by 

30/6/20 

Review & 
implement HRD 
Strategy by 
30/6/21 

Review & 
implement HRD 
Strategy by 

30/6/22 

To ensure 
provision of an 
effective and 

efficient human 

resources 

administration 

Develop municipal 
organogram 

Municipal organogram 
approved by Council 

Placement 

Organogram 

Develop & 
implement 

Municipal 

Organogram by 
30/6/18 

Review & 
implement 
Municipal 
Organogram by 
30/6/19 

Review & 
implement 

Municipal 
Organogram by 
30/6/20 

Review & 
implement 
Municipal 
Organogram by 
30/6/21 

Review & 
implement 

Municipal 
Organogram by 
30/6/22 

To ensure 
provision of an 
effective and 

efficient human 

resources 

administration 

Develop job 
descriptions & 
align with 
organogram 

Job descriptions 
developed, 

New 

Develop & utilise job 
descriptions by 
30/6/18 

Update & utilise 
job descriptions 
by 30/6/19 

Update & utilise 
job descriptions 
by 30/6/20 

Update & utilise 
job descriptions 
by 30/6/21 

Update & utilise 
job descriptions by 
30/6/22 

To ensure 
provision of an 
effective and 

efficient human 

resources 

administration 

Ensure 

transformation 

through 

implementing the 
principles & 
prescripts of the 
Employment 
Equity Act 

Employment Equity Act 
implemented 

New 

EEA implemented by 
30/6/18 

EEA 

implemented by 
30/6/19 

EEA implemented 
by 30/6/20 

EEA 

implemented by 
30/6/21 

EEA implemented 
by 30/6/22 

To ensure 
provision of an 
effective and 

efficient human 

resources 

administration 

Develop HR 
policies 

HR policies adopted by 
Council 

Draft HR 

Policies 

Develop & 
implement HR 
policies by 30/6/18 

Develop & 
implement HR 
policies by 
30/6/19 

Develop & 
implement HR 
policies by 

30/6/20 

Develop & 
implement HR 
policies by 

30/6/21 

Develop & 
implement HR 
policies by 30/6/22 


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To ensure 
provision of an 
effective and 

efficient human 

resources 

administration 

Filling of vacant & 
critical positions 

All vacant and critical 
positions filled 

New 

Recruit and fill all 

vacant & critical 
positions by 30/6/18 

Recruit and fill 

all vacant & 
critical positions 
by 30/6/19 

Recruit and fill all 

vacant & critical 
positions by 

30/6/20 

Recruit and fill 

all vacant & 
critical positions 
by 30/6/21 

Recruit and fill all 

vacant & critical 
positions by 

30/6/22 

To ensure 
provision of an 
effective and 

efficient human 

resources 

administration 

Develop WSP & 
ATR 

WSP & ATR developed 

New 

Develop WSP & ATR 
by 30/6/18 

Develop WSP & 
ATR by 30/6/19 

Develop WSP & 

ATR by 30/6/20 

Develop WSP & 
ATR by 30/6/21 

Develop WSP & 

ATR by 30/6/22 

To ensure 
provision of an 
effective and 
efficient human 

resources 

administration 

Develop employee 
code of conduct 

Code of Conduct signed 
by all employees 

New 

All employees to 
sign Code of 

Conduct by 30/6/18 

All employees 
to sign Code of 
Conduct by 
30/6/19 

All employees to 
sign Code of 

Conduct by 

30/6/20 

All employees to 
sign Code of 
Conduct by 
30/6/21 

All employees to 
sign Code of 

Conduct by 

30/6/22 

To ensure 
provision of an 
effective and 

efficient human 

resources 

administration 

By providing 
employees with 
fringe benefits. 

Fringe benefits 
provided to employees 

New 

Medical Aid subsidy, 
pension subsidy, cell 
phone allowance, 
car allowance, 13th 
cheque, 

performance bonus 
and housing subsidy 
provided by 30/6/18 

Medical Aid 
subsidy, pension 
subsidy, cell 
phone 

allowance, car 
allowance, 13th 
cheque, 
performance 
bonus and 
housing subsidy 
provided by 
30/6/19 

Medical Aid 
subsidy, pension 
subsidy, cell 
phone allowance, 
car allowance, 

13th cheque, 
performance 
bonus and 
housing subsidy 
provided by 

30/6/20 

Medical Aid 
subsidy, pension 
subsidy, cell 
phone 

allowance, car 
allowance, 13th 
cheque, 
performance 
bonus and 
housing subsidy 
provided by 
30/6/21 

Medical Aid 
subsidy, pension 
subsidy, cell phone 
allowance, car 
allowance, 13th 
cheque, 
performance 
bonus and housing 
subsidy provided 
by 30/6/22 

To ensure 
provision of an 
effective and 

efficient human 

resources 

administration 

By offering 
employee 
wellness program 
to employees 

Wellness program 
implemented 

New 

Develop & 
implement wellness 
program by 30/6/18 

Implement 
wellness 
program by 
30/6/19 

Implement 
wellness program 
by 30/6/20 

Implement 
wellness 
program by 
30/6/21 

Implement 
wellness program 
by 30/6/22 

To ensure 
provision of an 
effective and 
efficient human 

resources 

administration 

By implementing 
electronic system 
for monitoring 
work attendance 
of all employees. 

Electronic employee 
attendance system 
used 

New 

Implement 
electronic employee 
attandance system 
by 30/6/18 

Implement 
electronic 
employee 
attandance 
system by 

30/6/19 

Implement 
electronic 
employee 
attandance 
system by 30/6/20 

Implement 
electronic 
employee 
attandance 
system by 

30/6/21 

Implement 
electronic 
employee 
attandance system 
by 30/6/22 


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To ensure 
provision of an 
effective and 

efficient human 

resources 

administration 

By using 

attendance 

registers 

signed attendance 
registers 

New 

Provide and ensure 
signing of 

attendance registers 

Provide and 
ensure signing 
of attendance 
registers 

Provide and 
ensure signing of 
attendance 
registers 

Provide and 
ensure signing 
of attendance 
registers 

Provide and ensure 
signing of 
attendance 
registers 

To ensure 
provision of an 
effective and 

efficient human 

resources 

administration 

Develop OHS Plan 

OHS Plan developed 

New 

Develop & 

implement OHS Plan 
by 30/6/18 

Develop & 
implement OHS 
Plan by 30/6/19 

Develop & 
implement OHS 
Plan by 30/6/20 

Develop & 
implement OHS 
Plan by 30/6/21 

Develop & 
implement OHS 
Plan by 30/6/22 

To ensure 
provision of an 
effective and 
efficient human 

resources 

administration 

By implementing 
an electronic 
leave application 
& management 
system 

Leave applications & 
approvals through an 
on-line leave 
application system 

New 

Maintain and 
implement an on- 
line leave 
application system 
by 30/6/18 

Maintain and 
implement an 
on-line leave 
application 
system by 

30/6/19 

Maintain and 
implement an on- 
line leave 
application system 
by 30/6/20 

Maintain and 
implement an 
on-line leave 
application 
system by 

30/6/21 

Maintain and 
implement an on- 
line leave 
application system 
by 30/6/22 

To ensure 
provision of an 
effective and 

efficient human 

resources 

administration 

By ensuring claims 
for S&T, 
overtimes, 
standby, sleep 
overs and shift 

allowance are 
calculated using 
the right formulas 
and in line with 
relevant policies. 

Register for all claim 
forms received. 

New 

Ensuring that Claims 
for S&T, overtimes, 
standby, sleep overs 
and shift allowance 
are calculated using 
the right formulas 
and in line with 
relevant policies by 
30/6/18 

Ensuring that 
Claims for S&T, 
overtimes, 
standby, sleep 
overs and shift 

allowance are 
calculated using 
the right 
formulas and in 

line with 
relevant policies 
by 30/6/19 

Ensuring that 

Claims for S&T, 
overtimes, 
standby, sleep 
overs and shift 
allowance are 
calculated using 
the right formulas 
and in line with 
relevant policies 
by 30/6/20 

Ensuring that 
Claims for S&T, 
overtimes, 
standby, sleep 
overs and shift 

allowance are 
calculated using 
the right 
formulas and in 

line with 
relevant policies 
by 30/6/21 

Ensuring that 

Claims for S&T, 
overtimes, 
standby, sleep 
overs and shift 
allowance are 
calculated using 
the right formulas 
and in line with 
relevant policies by 
30/6/22 

To ensure 
provision of an 
effective and 

efficient human 

resources 

administration 

Provide tools of 

trade for HRM 

Tools of trade provided 

New 

Provide tools of 
trade to HRM by 
30/6/18 

Provide tools of 
trade to HRM by 
30/6/19 

Provide tools of 
trade to HRM by 
30/6/20 

Provide tools of 
trade to HRM by 
30/6/21 

Provide tools of 
trade to HRM by 
30/6/22 

To ensure 
provision of an 
effective and 
efficient human 

resources 

administration 

By implementing 
employment 
equity plan (EEP). 

Employment Equity 
Report submitted to 
the Employment Equity 
Commission 

New 

Recruit according to 
the EEP to meet the 
targets and goals by 
30/6/18 

Recruit 

according to the 
EEP to meet the 
targets and 
goals by 

30/6/19 

Recruit according 
to the EEP to meet 
the targets and 
goals by 30/6/20 

Recruit 

according to the 
EEP to meet the 
targets and 
goals by 

30/6/21 

Recruit according 
to the EEP to meet 
the targets and 
goals by 30/6/22 


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To ensure 
provision of an 
effective and 

efficient human 

resources 

administration 

By having 
functional and 
capacitated 
employment 
equity committee 

Functional and 
capacitated 
Employment Equity 
Committee 

New 

One training and 

one awareness 

workshop targeted 
for both councillors 

and staff 
(committee) on 
employment equity 
regulations by 

30/6/18 

One training 
and one 

awareness 

workshop 
targeted for 
both councillors 

and staff 
(committee) on 
employment 
equity 

regulations by 
30/6/19 

One training and 

one awareness 

workshop 
targeted for both 
councillors and 
staff (committee) 
on employment 
equity regulations 
by 30/6/20 

One training 
and one 

awareness 

workshop 
targeted for 
both councillors 

and staff 
(committee) on 
employment 
equity 

regulations by 
30/6/21 

One training and 

one awareness 

workshop targeted 
for both 

councillors and 
staff (committee) 
on employment 
equity regulations 
by 30/6/22 

To ensure 
provision of an 
effective and 
efficient human 

resources 

administration 

Hold meetings of 
the EE Committee 

Meetings of the EE 
Committee held 

New 

Four meetings for 
the EE Committee by 
30/6/18 

Four meetings 
for the EE 
Committee by 
30/6/19 

Four meetings for 
the EE Committee 
by 30/6/20 

Four meetings 
for the EE 
Committee by 
30/6/21 

Four meetings for 
the EE Committee 
by 30/6/22 


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10.4.2.5. Strategic Objectives, Strategies, KPI's & Targets for Labour Relations. 


KPA 2: Municipal Institutional Development and 
Transformation 

Strategic To ensure institutional transformation, development of a capable human capital and provide administrative support by 2022 

Key Focus Area: Labour Relations Management 

Development Strategies 

Baseline 

5 Year Performance Targets 

Performance 

Objectives 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 

Target 

(2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 - Annual 
Target 
(2020/21) 

Year 5 - Annual 
Target (2021/22) 

To ensure provision 
of an effective and 
efficient human 

resources 

administration 

Maintaining 
workplace 
relations with 

unions and 
management in a 
formal and 
informal manner 

Number of bilateral 
meetings with shop 
stewards 

New 

Four quarterly 
bilateral meetings 
with shop 
stewards by 

30/6/18 

Four quarterly 
bilateral 
meetings with 
shop stewards 
by 30/6/19 

Four quarterly 
bilateral meetings 
with shop 
stewards by 

30/6/20 

Four quarterly 
bilateral 
meetings with 
shop stewards 
by 30/6/21 

Four quarterly 
bilateral 
meetings with 
shop stewards 
by 30/6/22 

To ensure provision 
of an effective and 

efficient human 

resources 

administration 

By having 
monthly LLF 
meetings. 

Monthly LLF meetings. 

Monthly LLF 
meetings by 
30/6/17 

Monthly LLF 
meetings by 
30/6/18 

Monthly LLF 
meetings by 
30/6/19 

Monthly LLF 
meetings by 
30/6/20 

Monthly LLF 
meetings by 
30/6/21 

Monthly LLF 
meetings by 
30/6/22 

To ensure provision 
of an effective and 

efficient human 

resources 

administration 

By capacitating 
employees, shop 
stewards on 
employees' 
relations 

Training of employees, 
shop stewards on 
employee relations. 

New 

One Training for 
Employees, shop 
steward and 

managers on 
employee 
relations and two 

awareness 

programmes by 
30/6/18 

One Training for 
Employees, 
shop steward 
and managers 
on employee 
relations and 

two awareness 
programmes by 
30/6/19 

One Training for 
Employees, shop 
steward and 

managers on 
employee 
relations and two 

awareness 

programmes by 
30/6/20 

One Training for 
Employees, 
shop steward 
and managers 
on employee 
relations and 

two awareness 
programmes by 
30/6/21 

One Training for 
Employees, shop 
steward and 

managers on 
employee 
relations and 

two awareness 
programmes by 
30/6/22 

To ensure provision 
of an effective and 

efficient human 

resources 

administration 

Promotion and 

maintenance of 
discipline to 
employees. 

Number of conducted 
disciplinary hearings 
and awareness 
provided on 
disciplinary 
issues/procedures 

New 

One training on 
disciplinary skills 
for managers and 
supervisors and 

one awareness on 

disciplinary code 
of conduct to all 
employees by 
30/6/18 

One training on 
disciplinary skills 
for managers 
and supervisors 
and one 

awareness on 

disciplinary 
code of conduct 
to all employees 
by 30/6/19 

One training on 
disciplinary skills 
for managers and 
supervisors and 

one awareness on 

disciplinary code 
of conduct to all 
employees by 
30/6/20 

One training on 
disciplinary skills 
for managers 
and supervisors 
and one 

awareness on 

disciplinary 
code of conduct 
to all employees 
by 30/6/21 

One training on 
disciplinary skills 
for managers 
and supervisors 
and one 

awareness on 

disciplinary code 
of conduct to all 
employees by 
30/6/22 


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10.4.2.6. Strategic Objectives, Strategies, KPI's & Targets for ICT. 


KPA 2: Municipal Institutional Development 
and Transformation 

Strategic To ensure institutional transformation, development of a capable human capital and provide administrative support by 2022 

Key Focus Area: Information Communication Technology 

Development Strategies 

Baseline 

5 Year Performance Targets 

Performance Objectives 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 

Target (2017/18) 

Year 2 - Annual 

Target 

(2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 - Annual 
Target 
(2020/21) 

Year 5- 
Annual Target 
(2021/22) 

To provide ICT services 
to the municipality 

By developing and 
implementing an 
Integrated 
Information 

Communication 

Strategy 

ICT Strategy 
adopted by Council 

New 

Develop & 
implement ICT 
Strategy by 30/6/18 

Review & 
implement ICT 
Strategy by 
30/6/19 

Review & 
implement ICT 
Strategy by 
30/6/20 

Review & 
implement ICT 
Strategy by 
30/6/21 

Review & 
implement ICT 
Strategy by 
30/6/22 

To provide ICT services 
to the municipality 

Develop ICT related 
processes & 
procedures 

ICT Processes & 

Procedures 

developed 

New 

Develop & 
implement 

Processes & 
Procedures by 

30/6/18 

Review & 
implement ICT 
Processes & 
Procedures by 
30/6/19 

Review & 
implement ICT 
Processes & 
Procedures by 
30/6/20 

Review & 
implement ICT 
Processes & 
Procedures by 
30/6/21 

Review & 
implement ICT 
Processes & 
Procedures by 
30/6/22 

To provide ICT services 
to the municipality 

By maintaining and 
upgrading ICT 
systems. 

Maintenance 
reports for ICT 
systems 

New 

Maintain & upgrade 
all ICT systems by 
30/6/18 

Maintain & 
upgrade all ICT 
systems by 
30/6/19 

Maintain & 
upgrade all ICT 
systems by 
30/6/20 

Maintain & 
upgrade all ICT 
systems by 
30/6/21 

Maintain & 
upgrade all ICT 
systems by 
30/6/22 

To provide ICT services 
to the municipality 

By providing ICT 

Tools of Trade 

Licences, 
certificates & 
agreements for ICT 
tools of trade 

New 

Prove tools of trade 
by 30/6/18 

Prove tools of 
trade by 
30/6/19 

Prove tools of 
trade by 30/6/20 

Prove tools of 
trade by 
30/6/21 

Prove tools of 
trade by 
30/6/22 

To provide ICT services 
to the municipality 

Monitor data speed 
and availability. 

Speed & efficiency 
of the network 

New 

To have efficient & 
effective network by 
30/6/18 

To have efficient 

& effective 
network by 
30/6/19 

To have efficient 

& effective 
network by 
30/6/20 

To have 
efficient & 

effective 
network by 
30/6/21 

To have 
efficient & 

effective 
network by 
30/6/22 

To provide ICT services 
to the municipality 

Broadband roll-out 
in public amenities 

Municipal buildings 
with free Wi-Fi 

access 

New 

All buildings with 

Wi-Fi access by 
30/6/18 

All buildings 
with Wi-Fi 
access by 

30/6/19 

All buildings with 
Wi-Fi access by 
30/6/20 

All buildings 
with Wi-Fi 
access by 

30/6/21 

All buildings 
with Wi-Fi 
access by 
30/6/22 


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10.4.3. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR INFRASTRUCTURE DEVELOPMENT. 


10.4.3.1. Strategic Objectives, Strategies, KPI's & Targets for PMU. 


KPA: Basic Services and 
Infrastructure Development 

Strategic objective: To provide sustainable, appropriately serviced and well maintained technical infrastructure by 2022 

Performance Area: Projects Management Unit 

Performance Objective 

To provide project management and administration services 

Alignment 

Development Strategies 

Baseline 

5 Year Performance Targets 

National, Provincial and District 
Alignment 

Strategies 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 - Annual 
Target (2020/21) 

Year 5 - Annual 
Target (2021/22) 

LGE Manifesto: Ensuring that 
municipal services remain the 
core function of municipalities 

Procurement of 
engineering 
surveying tools 
and equipment 

Directorate 

with 

functional 
engineering 
surveying 
tools & 
equipment 

New 

Directorate has 

functional 
engineering tools 
& equipment by 
30/6/18 

Directorate has 

functional 
engineering tools 
& equipment by 
30/6/19 

Directorate has 

functional 
engineering tools 
& equipment by 
30/6/20 

Directorate has 

functional 
engineering tools 
& equipment by 
30/6/21 

Directorate has 

functional 
engineering tools 
& equipment by 
30/6/22 

LGE Manifesto: Ensuring that 
municipal services remain the 
core function of municipalities 

Establish of 

Project and 
Contract 
Management 
competency 
within PMU. 

Project & 

contract 

management 
personnel and 
systems at 

PMU 

New 

Functional 
project and 
contract 

management 
personnel & 
systems by 
30/6/18 

Functional project 
and contract 
management 
personnel & 
systems by 
30/6/19 

Functional 
project and 
contract 

management 
personnel & 
systems by 
30/6/20 

Functional 
project and 
contract 

management 
personnel & 
systems by 
30/6/21 

Functional project 
and contract 
management 
personnel & 
systems by 
30/6/22 

LGE Manifesto: Ensuring that 
municipal services remain the 
core function of municipalities 

Through the 

Municipal 

Infrastructure 

Grant 

Number of 

projects 

implemented 

MIG 

Registered 

Projects 

Implement & 
complete all MIG 
funded projects 
by 30/6/18 

Implement & 
complete all MIG 
funded projects 
by 30/6/19 

Implement & 
complete all MIG 
funded projects 
by 30/6/20 

Implement & 
complete all MIG 
funded projects 
by 30/6/21 

Implement & 
complete all MIG 
funded projects 
by 30/6/22 

LGE Manifest: Ensuring that 
municipal services remain the 
core function of municipalities 

Implement an 
Occupational 
Health & Safety 
Policy 

OHS Policy 

New 

Develop & 
implement OHS 
Plan by 30/6/18 

Develop & 
implement OHS 
Plan by 30/6/19 

Develop & 
implement OHS 
Plan by 30/6/20 

Develop & 
implement OHS 
Plan by 30/6/21 

Develop & 
implement OHS 
Plan by 30/6/22 


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10.4.3.2. Strategic Objectives, Strategies, KPI's & Targets for Roads & Engineering. 


KPA: Basic Services and Infrastructure Development | Strategic objective: To provide sustainable, appropriately serviced and well maintained technical infrastructure by 2022 

Key Focus Area: Road Transport Planning 

Performance Objectives 

To provide and maintain municipal roads and storm water infrastructure 

Alignment 

Development Strategies 

Baseline 

5 Year Performance Targets 

National, Provincial and 
District Alignment 

Strategies 

KPI 

Base Year 

- Baseline 
(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 -Annual 
Target (2020/21) 

Year 5 - Annual 
Target (2021/22) 

LGE Manifesto: Ensuring 
that tarred roads are 
maintained and gravel 
roads are graded 

Develop a Roads and 
Storm Water 
Management Plan 

Council 

approved Roads 
and Stormwater 
Management 
Plan 

New 

Develop & 
implement Roads 
& Storm Water 
Management Plan 
by 30/6/18 

Review & 
implement Roads 
& Storm Water 
Management 
Plan by 30/6/19 

Review & 
implement Roads 
& Storm Water 
Management 

Plan by 30/6/20 

Review & 
implement Roads 
& Storm Water 
Management 

Plan by 30/6/21 

Review & 
implement Roads 
& Storm Water 
Management 

Plan by 30/6/22 

LGE Manifesto: Ensuring 
that tarred roads are 
maintained and gravel 
roads are graded 

Develop a 
Management & 
Maintenance Plan for 
Roads & Storm 

Water Infrastructure 

Council 

approved Roads 
& Storm Water 

Infrastructure 
Management & 
Maintenance 

Plan 

New 

Develop & 
implement Roads 
& Storm Water 
Management & 
Maintenance Plan 
by 30/6/18 

Review & 
implement Roads 
& Storm Water 
Management & 
Maintenance 

Plan by 30/6/19 

Review & 
implement Roads 
& Storm Water 
Management & 
Maintenance Plan 
by 30/6/20 

Review & 
implement Roads 
& Storm Water 
Management & 
Maintenance Plan 
by 30/6/21 

Review & 
implement Roads 
& Storm Water 
Management & 
Maintenance Plan 
by 30/6/22 

LGE Manifesto: Ensuring 
that tarred roads are 
maintained and gravel 
roads are graded 

Develop transport 
infrastructure 

Transport 

infrastructure 

developed 

New 

Develop & 
maintain road 
transport 
infrastructure by 
30/6/18 

Develop & 
maintain road 

transport 
infrastructure by 
30/6/19 

Develop & 
maintain road 
transport 
infrastructure by 
30/6/20 

Develop & 
maintain road 
transport 
infrastructure by 
30/6/21 

Develop & 
maintain road 
transport 
infrastructure by 
30/6/22 

LGE Manifesto: Ensuring 
that tarred roads are 
maintained and gravel 
roads are graded 

Develop community 
infrastructure 

Community 

infrastructure 

developed 

New 

Develop 
community 
infrastructure by 
30/6/18 

Develop 
community 
infrastructure by 
30/6/19 

Develop 
community 
infrastructure by 
30/6/20 

Develop 
community 
infrastructure by 
30/6/21 

Develop 
community 
infrastructure by 
30/6/22 

LGE Manifesto: Ensuring 
that tarred roads are 
maintained and gravel 
roads are graded 

Develop sports 
infrastructure 

Sports 

infrastructure 

developed 

New 

Develop & 
maintain sports 
infrastructure by 
30/6/18 

Develop & 
maintain sports 
infrastructure by 
30/6/19 

Develop & 
maintain sports 
infrastructure by 
30/6/20 

Develop & 
maintain sports 
infrastructure by 
30/6/21 

Develop & 
maintain sports 
infrastructure by 
30/6/22 

LGE Manifesto: Ensuring 
that tarred roads are 
maintained and gravel 
roads are graded 

Develop cemeteries 

Cemeteries 

developed 

New 

Develop 
cemeteries by 
30/6/18 

Develop 
cemeteries by 
30/6/19 

Develop 
cemeteries by 
30/6/20 

Develop 
cemeteries by 
30/6/21 

Develop 
cemeteries by 
30/6/22 


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LGE Manifesto: Ensuring 
that tarred roads are 
maintained and gravel 
roads are graded 

Develop agricultural 
infrastructure 

Agricultural 

infrastructure 

developed 

New 

Develop & 
maintain 
agricultural 
infrastructure by 
30/6/18 

Develop & 
maintain 
agricultural 
infrastructure by 
30/6/19 

Develop & 
maintain 
agricultural 
infrastructure by 
30/6/20 

Develop & 
maintain 
agricultural 
infrastructure by 
30/6/21 

Develop & 
maintain 
agricultural 
infrastructure by 
30/6/22 

LGE Manifesto: Ensuring 
that tarred roads are 
maintained and gravel 
roads are graded 

Development of 
standard drawings 
for all roads, 
transportation and 
Stormwater 

infrastructure 

Standard 
drawings 
designed for 
roads, 

transportation & 
storm water 

infrastructure 

New 

Develop & use 
standard drawings 
for roads, 
transportation & 
storm water 
infrastructure by 
30/6/18 

Update & use 
standard 
drawings for 
roads, 

transportation & 
storm water 
infrastructure by 
30/6/19 

Update & use 
standard 
drawings for 
roads, 

transportation & 
storm water 
infrastructure by 
30/6/20 

Update & use 
standard 
drawings for 
roads, 

transportation & 
storm water 
infrastructure by 
30/6/21 

Update & use 
standard 
drawings for 
roads, 

transportation & 
storm water 
infrastructure by 
30/6/22 

LGE Manifesto: Ensuring 
that tarred roads are 
maintained and gravel 
roads are graded 

Procure & replenish 
in-house plant and 
equipment 

In-house plant & 
equipment in 
place 

New 

Procure & replace 
in-house plant & 
equipment by 
30/6/18 

Procure & 
replace in-house 
plant & 
equipment by 
30/6/19 

Procure & replace 
in-house plant & 
equipment by 
30/6/20 

Procure & replace 
in-house plant & 
equipment by 
30/6/21 

Procure & replace 
in-house plant & 
equipment by 
30/6/22 

LGE Manifesto: Ensuring 
that tarred roads are 
maintained and gravel 
roads are graded 

Provide tools of trade 

Tools of trade 
provided 

New 

Provide tools of 
trade by 30/6/18 

Provide tools of 
trade by 30/6/19 

Provide tools of 
trade by 30/6/20 

Provide tools of 
trade by 30/6/21 

Provide tools of 
trade by 30/6/22 


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10.4.3.3. Strategic Objectives, Strategies, KPI's & Targets for Electricity Management Services. 


KPA: Basic Services and Infrastructure Development 

Strategic objective: To provide sustainable, appropriately serviced and well maintained technical infrastructure by 2022 

Performance Area: Electricity Management Services 

Performance 

Objectives 

To provide and maintain municipal electricity infrastructure network and services 

Alignment 

Development Strategies 

Baseline 

5 Year Performance Targets 

National, Provincial 
and District Alignment 

Strategies 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 - Annual 
Target (2020/21) 

Year 5 - Annual 
Target (2021/22) 

LGE Manifesto: 

Expanding the 

electrification 
programme to the 
remaining areas and 
rolling out solar energy 
in certain areas. 

Conduct a municipal 
wide electricity 
infrastructure audit 

Electricity 

Infrastructure 

Condition 

Report 

New 

Conduct an 
electricity 
infrastructure 
audit by 30/6/18 

Update electricity 
infrastructure 
audit report by 
30/6/19 

Update 
electricity 
infrastructure 
audit report by 
30/6/20 

Update electricity 
infrastructure 
audit report by 
30/6/21 

Update electricity 
infrastructure 
audit report by 
30/6/22 

LGE Manifesto: 

Expanding the 

electrification 
programme to the 
remaining areas and 
rolling out solar energy 
in certain areas. 

Develop Electricity 
Master Plan 

Electricity 
Master Plan 
adopted by 
Council 

New 

Develop & 
implement 
Electricity Master 
Plan by 30/6/18 

Review & 
implement 

Electricity Master 
Plan by 30/6/19 

Review & 
implement 
Electricity Master 
Plan by 30/6/20 

Review & 
implement 
Electricity Master 
Plan by 30/6/21 

Review & 
implement 

Electricity Master 
Plan by 30/6/22 

LGE Manifesto: 

Expanding the 

electrification 
programme to the 
remaining areas and 
rolling out solar energy 
in certain areas. 

Develop a 
Management & 
Maintenance Plan for 
Electricity 
Infrastructure 

Council 
approved 
Electricity 
Infrastructure 
Management & 
Maintenance 

Plan 

New 

Develop & 
implement 
Electricity 
Infrastructure 
Management & 
Maintenance Plan 
by 30/6/18 

Review & 
implement 
Electricity 
Infrastructure 
Management & 
Maintenance Plan 
by 30/6/19 

Review & 
implement 
Electricity 
Infrastructure 
Management & 
Maintenance 

Plan by 30/6/20 

Review & 
implement 
Electricity 
Infrastructure 
Management & 
Maintenance 

Plan by 30/6/21 

Review & 
implement 
Electricity 
Infrastructure 
Management & 
Maintenance Plan 
by 30/6/22 

LGE Manifesto: 

Expanding the 

electrification 
programme to the 
remaining areas and 
rolling out solar energy 
in certain areas. 

Plan and carry out 
maintenance of 
electricity 
infrastructure 

Infrastructure 
maintained & 

functional 

New 

Carry out 
maintenance of 
electricity 
infrastructure by 
30/6/18 

Carry out 
maintenance of 
electricity 
infrastructure by 
30/6/19 

Carry out 
maintenance of 
electricity 
infrastructure by 
30/6/20 

Carry out 
maintenance of 
electricity 
infrastructure by 
30/6/21 

Carry out 
maintenance of 
electricity 
infrastructure by 
30/6/22 


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LGE Manifesto: 

Expanding the 
electrification 
programme to the 
remaining areas and 
rolling out solar energy 
in certain areas. 

Development of a 
metering policy & 
plan 

Metering Policy 
& Plan adopted 
by Council 

New 

Develop & 
implement 

Metering Policy & 
Plan by 30/6/18 

Review & 
implement 

Metering Policy & 
Plan by 30/6/19 

Review & 
implement 
Metering Policy 
& Plan by 

30/6/20 

Review & 
implement 
Metering Policy & 
Plan by 30/6/21 

Review & 
implement 

Metering Policy & 
Plan by 30/6/22 

LGE Manifesto: 

Expanding the 
electrification 
programme to the 
remaining areas and 
rolling out solar energy 
in certain areas. 

Development of 
standard 

specifications, and 
drawings for 
electrical systems 

Standard spec's 
and drawings 
developed 

New 

Develop & use 
standard 
drawings & specs 
for electrical 
systems by 

30/6/18 

Update & use 
standard drawings 
& specs for 
electrical systems 
by 30/6/19 

Update & use 
standard 
drawings & specs 
for electrical 
systems by 

30/6/20 

Update & use 
standard 
drawings & specs 
for electrical 
systems by 

30/6/21 

Update & use 
standard drawings 
& specs for 
electrical systems 
by 30/6/22 

LGE Manifesto: 

Expanding the 
electrification 
programme to the 
remaining areas and 
rolling out solar energy 
in certain areas. 

Development of all 
required electricity 
by-laws 

Council 
approval and 
gazette 
number 

New 

Develop & 
implement 
electricity by-laws 
by 30/6/18 

Update & 
implement 
electricity by-laws 
by 30/6/19 

Update & 
implement 
electricity by- 
laws by 30/6/20 

Update & 
implement 
electricity by- 
laws by 30/6/21 

Update & 
implement 
electricity by-laws 
by 30/6/22 

LGE Manifesto: 

Expanding the 
electrification 
programme to the 
remaining areas and 
rolling out solar energy 
in certain areas. 

Through the INEP 

Grant 

Number of 
projects 
implemented 

New 

Implement & 
complete all INEP 
funded projects 
by 30/6/18 

Implement & 
complete all INEP 
funded projects by 
30/6/19 

Implement & 
complete all INEP 
funded projects 
by 30/6/20 

Implement & 
complete all INEP 
funded projects 
by 30/6/21 

Implement & 
complete all INEP 
funded projects by 
30/6/22 

LGE Manifesto: 

Expanding the 
electrification 
programme to the 
remaining areas and 
rolling out solar energy 
in certain areas. 

Develop a plan to 
control illegal 
electricity 
connections 

Plan developed 
& approved by 
Council 

New 

Implement a plan 
to stop illegal 
electricity 
connections by 
30/6/18 

Implement a plan 
to stop illegal 
electricity 
connections by 
30/6/19 

Implement a plan 
to stop illegal 
electricity 
connections by 
30/6/20 

Implement a plan 
to stop illegal 
electricity 
connections by 
30/6/21 

Implement a plan 
to stop illegal 
electricity 
connections by 
30/6/22 

LGE Manifesto: 

Expanding the 
electrification 
programme to the 
remaining areas and 
rolling out solar energy 
in certain areas. 

Provide tools of trade 

Tools of trade 
provided 

New 

Provide tools of 
trade by 30/6/18 

Provide tools of 
trade by 30/6/19 

Provide tools of 
trade by 30/6/20 

Provide tools of 
trade by 30/6/21 

Provide tools of 
trade by 30/6/22 


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10.4.3.4. Strategic Objectives, Strategies, KPI's & Targets for Building Control. 


KPA: Basic Services and Infrastructure Development 

Strategic objective: To provide sustainable, appropriately serviced and well maintained technical infrastructure by 2022 

Performance Area: Building Control 

Performance 

Objectives 

To ensure effective building control within EMLM area 

Alignment 

Development Strategies 

Baseline 

5 Year Performance Targets 

National, Provincial 
and District Alignment 

Strategies 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 - Annual 
Target (2020/21) 

Year 5 - Annual 
Target (2021/22) 

LGE Manifesto: 

Ensuring that 
municipal services 
remain the core 

function of 
municipalities 

Approval of 
building plans 

Number of 
building plans 
approved 

New 

To approve all 
compliant building 
plans within 2 
weeks 

To approve all 
compliant building 
plans within 2 
weeks 

To approve all 
compliant building 
plans within 2 
weeks 

To approve all 
compliant building 
plans within 2 
weeks 

To approve all 
compliant building 
plans within 2 
weeks 

LGE Manifesto: 

Ensuring that 
municipal services 
remain the core 

function of 
municipalities 

Enforcement 
of compliance 
on building 
bylaws and 
National 
Building 
Regulations 

Number of 

enforcement 
reports issued 

New 

To ensure 
compliance to all 
building by-laws and 
National Building 
Regulations 

To ensure 
compliance to all 
building by-laws 
and National 
Building 
Regulations 

To ensure 
compliance to all 
building by-laws 
and National 
Building 
Regulations 

To ensure 
compliance to all 
building by-laws 
and National 
Building 
Regulations 

To ensure 
compliance to all 
building by-laws 
and National 
Building 
Regulations 

LGE Manifesto: 

Ensuring that 
municipal services 
remain the core 

function of 
municipalities 

Develop 
building 
control bylaws 

Council approval 
and gazette 
number 

New 

Develop & 
implement building 
control by-laws by 
30/6/18 

Update & 
implement 
building control 
by-laws by 

30/6/19 

Update & 
implement 
building control 
by-laws by 30/6/20 

Update & 
implement 
building control 
by-laws by 

30/6/21 

Update & 
implement 
building control 
by-laws by 

30/6/22 

LGE Manifesto: 

Ensuring that 
municipal services 
remain the core 
function of 
municipalities 

Provide tools 

of trade 

Tools of trade 
provided 

New 

Provide tools of 
trade by 30/6/18 

Provide tools of 
trade by 30/6/19 

Provide tools of 
trade by 30/6/20 

Provide tools of 
trade by 30/6/21 

Provide tools of 
trade by 30/6/22 


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10.4.3.5. Strategic Objectives, Strategies, KPI's & Targets for Facilities Management. 


KPA: Basic Services and Infrastructure Development 

To provide sustainable, appropriately serviced &well maintained technical infrastructure by 2022 

Performance Area: Facilities Management 

Performance Objectives To manage municipal facilities 

Alignment 

Development Strategies 

Baseline 

5 Year Performance Targets 

National, Provincial 
and District 

Alignment 

Strategies 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 -Annual 
Target (2020/21) 

Year 5 - Annual 
Target (2021/22) 

LGE Manifesto: 

Ensuring that 
municipal services 
remain the core 

function of 
municipalities 

Maintenance of 
municipal properties 

Functional and 
usable municipal 
properties 

New 

To keep all 
municipal 
properties in an 
acceptable 
standard by 
30/6/18 

To keep all 
municipal 
properties in an 
acceptable 
standard by 
30/6/19 

To keep all 
municipal 
properties in an 
acceptable 
standard by 
30/6/20 

To keep all 
municipal 
properties in an 
acceptable 
standard by 
30/6/21 

To keep all 
municipal 
properties in an 
acceptable 
standard by 
30/6/22 

LGE Manifesto: 
Expanding the 
electrification 
programme to the 
remaining areas and 
rolling out solar 
energy in certain 

areas. 

Maintenance of 
electricity services 

Functional high 
mast, street 
lights, municipal 
property lights 
and electricidal 
components 

New 

To keep all the 
high mast lights, 
street lights and 
municipal 
property lights 
functional by 
30/6/18 

To keep all the 
high mast lights, 
street lights and 
municipal 
property lights 
functional by 
30/6/19 

To keep all the high 
mast lights, street 
lights and 

municipal property 
lights functional by 
30/6/20 

To keep all the 
high mast lights, 
street lights and 
municipal 
property lights 
functional by 
30/6/21 

To keep all the 
high mast lights, 
street lights and 
municipal 
property lights 
functional by 
30/6/22 

LGE Manifesto: 

Ensuring that 
municipal services 
remain the core 

function of 
municipalities 

Develop mechanical 
capacity for 
maintenance of 
municipal fleet 

Maintenance 

records & 
working 
municipal fleet 

New 

To keep all 
municipal fleet in 
a working 
condition by 
30/6/18 

To keep all 
municipal fleet in 
a working 
condition by 
30/6/19 

To keep all 
municipal fleet in a 
working condition 
by 30/6/20 

To keep all 
municipal fleet in 
a working 
condition by 
30/6/21 

To keep all 
municipal fleet in 
a working 
condition by 

30/6/22 

LGE Manifesto: 

Ensuring that 
municipal services 
remain the core 
function of 
municipalities 

Develop mechanical 
capacity for 
maintenance of 
municipal plant 

Maintenance 

records & 
working 
municipal plant 

New 

To keep all 
municipal plant in 
a working 
condition by 
30/6/18 

To keep all 
municipal plant 
in a working 
condition by 
30/6/19 

To keep all 
municipal plant in a 
working condition 
by 30/6/20 

To keep all 
municipal plant 
in a working 
condition by 
30/6/21 

To keep all 
municipal plant in 
a working 
condition by 

30/6/22 

LGE Manifesto: 

Ensuring that 
municipal services 
remain the core 

function of 
municipalities 

Provide tools of trade 

Tools of trade 
provided 

New 

Provide tools of 
trade by 30/6/18 

Provide tools of 
trade by 30/6/19 

Provide tools of 
trade by 30/6/20 

Provide tools of 
trade by 30/6/21 

Provide tools of 
trade by 30/6/22 


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10.4.4. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR COMMUNITY SERVICES. 


10.4.4.1. Strategic Objectives, Strategies, KPI's & Targets for Parks & Recreation. 


KPA: Basic Services and Infrastructure Development Strategic objective: To provide community development services and ensure a clean environment by 2022 

Performance Area: Parks and Recreation 

Performance 

Objectives 

To provide and maintain parks and open spaces 

Alignment 

Development Strategies 

Baseline 

Annual Targets 

National, Provincial 
and District Alignment 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 - Annual 
Target (2020/21) 

Year 5 - Annual 
Target (2021/22) 

LGE Manifesto: Build 
on achievements made 
in delivering basic 
services to the people 

Upgrade & 
maintain parks & 
open spaces 

All municipal 
parks & open 
spaces upgraded 
and maintained 

12 Parks & 2 

Public Gardens 

Upgrade & 
maintain 12 
municipal parks & 

2 public gardens 
by 30/6/18 

Upgrade & 
maintain 12 
municipal parks & 

2 public gardens 
by 30/6/19 

Upgrade & 
maintain 12 
municipal parks & 

2 public gardens 
by 30/6/20 

Upgrade & 
maintain 12 
municipal parks & 

2 public gardens 
by 30/6/21 

Upgrade & 
maintain 12 
municipal parks & 

2 public gardens 
by 30/6/22 

LGE Manifesto: Build 

on achievements made 
in delivering basic 
services to the people 

Conservation & 

maintenance of 

green spaces 

All green spaces 
conserved & 

maintained 

New 

Conserve & 
maintain all green 
spaces by 
30/6/18 

Conserve & 
maintain all green 
spaces by 
30/6/19 

Conserve & 
maintain all green 
spaces by 
30/6/20 

Conserve & 
maintain all green 
spaces by 
30/6/21 

Conserve & 
maintain all green 
spaces by 30/6/22 

LGE Manifesto: Build 

on achievements made 
in delivering basic 
services to the people 

Upgrade & 
maintain all 
sport stadiums 
and public 
swimming pools 

All stadiums & 
public swimming 
pools upgrades 

9 stadiums & 2 
swimming pools 

Upgrade & 
maintain all 9 
stadiums & 2 
swimming pools 
by 30/6/18 

Upgrade & 
maintain all 9 
stadiums & 2 
swimming pools 
by 30/6/19 

Upgrade & 
maintain all 9 
stadiums & 2 
swimming pools 
by 30/6/20 

Upgrade & 
maintain all 9 
stadiums & 2 
swimming pools 
by 30/6/21 

Upgrade & 
maintain all 9 
stadiums & 2 
swimming pools 
by 30/6/22 

LGE Manifesto: Build 

on achievements made 
in delivering basic 
services to the people 

Upgrade & 
maintain all 

recreation 

facilities located 
at the municipal 
dams 

All recreation 

facilities 
upgraded & 
maintained 

Facilities at 

Bonkolo Dam, 

Berry Dam & 
Molteno Dam 

Upgrade & 
maintain 

recreation 

facilities at 
Bonkolo, Berry & 
Molteno Dams by 
30/6/18 

Upgrade & 
maintain 

recreation 

facilities at 
Bonkolo, Berry & 
Molteno Dams by 
30/6/19 

Upgrade & 
maintain 

recreation 

facilities at 
Bonkolo, Berry & 
Molteno Dams by 
30/6/20 

Upgrade & 
maintain 

recreation 

facilities at 
Bonkolo, Berry & 
Molteno Dams by 
30/6/21 

Upgrade & 
maintain 

recreation 

facilities at 
Bonkolo, Berry & 
Molteno Dams by 
30/6/22 


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LGE Manifesto: Build 

on achievements made 
in delivering basic 
services to the people 

Provide tools of 
trade for parks & 
recreation 

Tools of trade for 
parks & 
recreation 
provided 

New 

Provide tools of 
trade for parks & 
recreation by 
30/6/18 

Provide tools of 
trade for parks & 
recreation by 
30/6/19 

Provide tools of 
trade for parks & 
recreation by 
30/6/20 

Provide tools of 
trade for parks & 
recreation by 
30/6/21 

Provide tools of 
trade for parks & 
recreation by 
30/6/22 

LGE Manifesto: Build 
on achievements made 
in delivering basic 
services to the people 

Facilitate 
development of 
policies & bylaws 
for parks & 
recreation 

Policies & bylaws 
developed 

New 

Develop & 
implement 
policies and 
bylaws for parks 
& recreation by 
30/6/18 

Review & 
implement 
policies and 
bylaws for parks 
& recreation by 
30/6/19 

Review & 
implement 
policies and 
bylaws for parks 
& recreation by 
30/6/20 

Review & 
implement 
policies and 
bylaws for parks 
& recreation by 
30/6/21 

Review & 
implement 
policies and 
bylaws for parks 
& recreation by 
30/6/22 

LGE Manifesto: Build 

on achievements made 
in delivering basic 
services to the people 

Develop 
processes & 
procedures for 
parks & 
recreation 

Processes & 
procedures 
developed 

New 

Develop & 
implement 
processes & 
procedures for 
parks & 
recreation by 
30/6/18 

Review & 
implement 
processes & 
procedures for 
parks & 
recreation by 
30/6/19 

Review & 
implement 
processes & 
procedures for 
parks & 
recreation by 
30/6/20 

Review & 
implement 
processes & 
procedures for 
parks & 
recreation by 
30/6/21 

Review & 
implement 
processes & 
procedures for 
parks & 
recreation by 
30/6/22 


10.4.4.2. Strategic Objectives, Strategies, KPI's & Targets for Cemeteries. 


KPA: Basic Services and Infrastructure Development Strategic objective: To provide community development services and ensure a clean environment by 2022 

Performance Area: Parks and Recreation 

Performance 

Objectives 

To ensure proper quality and sustainable use of public amenities 

Alignment 

Development Strategies 

Baseline 

Annual Targets 

National, Provincial 
and District Alignment 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 -Annual 
Target (2020/21) 

Year 5 - Annual 
Target (2021/22) 

LGE Manifesto: Build 

on achievements made 
in delivering basic 
services to the people 

Facilitate 

identification of 

land for cemeteries 

Land for new 

cemeteries 

identified 

8 cemeteries are 

full & 9 

cemeteries are 
nearly full 

Facilitate 
identification of 

land & build new 
cemeteries by 
30/6/18 

Build & maintain 

new cemeteries 
by 30/6/19 

Build & maintain 

new cemeteries 
by 30/6/20 

Build & maintain 

new cemeteries 
by 30/6/21 

Build & maintain 

new cemeteries 
by 30/6/22 

LGE Manifesto: Build 

on achievements made 
in delivering basic 
services to the people 

Ensure appropriate 
planning and 
development of 
cemeteries in line 

with Service 

New cemeteries 
planned and 
built in line with 

new standards 

New 

Ensure that 

cemeteries are 
planned & built 
in line with 

Services 

Ensure that 

cemeteries are 
planned & built in 
line with Services 
Standards by 

Ensure that 

cemeteries are 
planned & built in 
line with Services 
Standards by 

Ensure that 

cemeteries are 
planned & built in 
line with Services 
Standards by 

Ensure that 

cemeteries are 
planned & built in 
line with Services 
Standards by 


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Standards 



Standards by 
30/6/18 

30/6/19 

30/6/20 

30/6/21 

30/6/22 

LGE Manifesto: Build 

on achievements made 
in delivering basic 
services to the people 

Maintain 

cemeteries 

All cemeteries 

maintained 

8 cemeteries are 

full & 9 

cemeteries are 
nearly full 

Maintain all 
cemeteries by 
30/6/18 

Maintain all 
cemeteries by 
30/6/19 

Maintain all 
cemeteries by 
30/6/20 

Maintain all 
cemeteries by 
30/6/21 

Maintain all 
cemeteries by 
30/6/22 

LGE Manifesto: Build 
on achievements made 
in delivering basic 
services to the people 

Provide tools of 

trade for 

cemeteries 

Tools of trade 

for cemeteries 
provided 

New 

Provide tools of 
trade for 
cemeteries by 
30/6/18 

Provide tools of 
trade for 
cemeteries by 
30/6/19 

Provide tools of 
trade for 
cemeteries by 
30/6/20 

Provide tools of 
trade for 
cemeteries by 
30/6/21 

Provide tools of 
trade for 
cemeteries by 
30/6/22 

LGE Manifesto: Build 

on achievements made 
in delivering basic 
services to the people 

Facilitate 
development of 
policies & bylaws 
for cemeteries 

Policies & bylaws 
developed 

New 

Develop & 
implement 
policies and 
bylaws for 
cemeteries by 
30/6/18 

Review & 
implement 
policies and 
bylaws for 
cemeteries by 
30/6/19 

Review & 
implement 
policies and 
bylaws for 
cemeteries by 
30/6/20 

Review & 
implement 
policies and 
bylaws for 
cemeteries by 
30/6/21 

Review & 
implement 
policies and 
bylaws for 
cemeteries by 
30/6/22 

LGE Manifesto: Build 

on achievements made 
in delivering basic 
services to the people 

Develop processes 
& procedures for 
cemeteries 

Processes & 
procedures 
developed 

New 

Develop & 
implement 
processes & 
procedures for 
cemeteries by 
30/6/18 

Review & 
implement 
processes & 
procedures for 
cemeteries by 
30/6/19 

Review & 
implement 
processes & 
procedures for 
cemeteries by 
30/6/20 

Review & 
implement 
processes & 
procedures for 
cemeteries by 
30/6/21 

Review & 
implement 
processes & 
procedures for 
parks & 
recreation by 
30/6/22 


10.4.4.3. Strategic Objectives, Strategies, KPI's & Targets for Cleaning Services. 




KPA: Basic Services and Infrastructure Development 

Strategic objective: To provide community development services and ensure a clean environment by 2022 


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Performance Area: Cleaning Services 

Performance Objectives 

To ensure a clean and healthy environment 

Alignment 

Development Strategies 

Baseline 

Annual Targets 

National, Provincial and 

District Alignment 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 -Annual 
Target (2020/21) 

Year 5 - Annual 
Target (2021/22) 

LGE Manifesto: Build on 

achievements made in 
delivering basic services to 
the people 

Improve & 
maintain refuse 
removal services 

in communities 

Refuse removed 
regularly 

New 

Improve & 
maintain refuse 

removal services 

in all communities 
by 30/6/18 

Improve & 
maintain refuse 

removal services 

in all communities 
by 30/6/19 

Improve & 
maintain refuse 

removal services 

in all communities 
by 30/6/20 

Improve & 
maintain refuse 

removal services 

in all communities 
by 30/6/21 

Improve & 
maintain refuse 

removal services 

in all communities 
by 30/6/22 

Outcome 2: A long and 
healthy life for all South 

Africans 

LGE Manifesto: Build on 
achievements made in 
delivering basic services to 
the people 

Provide refuse 

removal services 

to new 

developments 

Refuse removal 

services 

provided to new 
developments 

New 

Provide refuse 

removal services 

to new 

developments by 
30/6/18 

Provide refuse 

removal services 

to new 

developments by 
30/6/19 

Provide refuse 

removal services 

to new 

developments by 
30/6/20 

Provide refuse 

removal services 

to new 

developments by 
30/6/21 

Provide refuse 

removal services 

to new 

developments by 
30/6/22 

Outcome 2: A long and 
healthy life for all South 

Africans 

LGE Manifesto: Build on 

achievements made in 
delivering basic services to 
the people 

Provide tools of 

trade for refuse 

removal 

Tools of trade 
provided for 
refuse removal 

New 

Provide tools of 

trade for refuses 
removal by 
30/6/18 

Provide tools of 

trade for refuses 
removal by 
30/6/19 

Provide tools of 

trade for refuses 
removal by 
30/6/20 

Provide tools of 

trade for refuses 
removal by 
30/6/21 

Provide tools of 

trade for refuses 
removal by 
30/6/22 

Outcome 2: A long and 
healthy life for all South 

Africans 

LGE Manifesto: Build on 

achievements made in 
delivering basic services to 
the people 

Introduce 
municipal 
garden waste 
services in 

unserviced 

areas 

Municipal 
garden waste 
services 

introduced 

New 

Introduce 
municipal garden 
waste services in 

all unserviced 
areas by 30/6/18 

Maintain & 
service municipal 
garden waste 
services by 
30/6/19 

Maintain & 
service municipal 
garden waste 
services by 
30/6/20 

Maintain & 
service municipal 
garden waste 
services by 
30/6/21 

Maintain & service 
municipal garden 
waste services by 
30/6/22 

Outcome 2: A long and 
healthy life for all South 

Africans 

LGE Manifesto: Build on 

achievements made in 
delivering basic services to 
the people 

Facilitate 

identification of 
land for landfill 

sites 

Land identified 
for landfill sites 

Hofmeyer 
& Lukhanji 
Landfill 

sites closed 

Identify land and 
construct landfill 

sites in 

Queenstown & 
Hofmeyer by 
30/6/18 

Service & 

maintain landfill 

sites in 

Queenstown & 
Hofmeyer by 
30/6/19 

Service & 

maintain landfill 

sites in 

Queenstown & 
Hofmeyer by 
30/6/20 

Service & 

maintain landfill 

sites in 

Queenstown & 
Hofmeyer by 
30/6/21 

Service & maintain 

landfill sites in 
Queenstown & 
Hofmeyer by 
30/6/22 

Outcome 2: A long and 
healthy life for all South 

Africans 


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LGE Manifesto: Build on 

achievements made in 
delivering basic services to 
the people 

Facilitate 

identification of 
land for waste 

transfer stations 

Land identified 

for transfer 

stations 

New 

Identify land and 
construct transfer 

stations at 
strategic places by 
30/6/18 

Service & 

maintain transfer 
stations by 
30/6/19 

Service & 

maintain transfer 
stations by 
30/6/20 

Service & 

maintain transfer 
stations by 
30/6/21 

Service & maintain 

transfer stations 
by 30/6/22 

Outcome 2: A long and 
healthy life for all South 

Africans 

LGE Manifesto: Build on 

achievements made in 
delivering basic services to 
the people 

Ensure 

compliance with 
licencing 
requirements 
for landfill sites 
& transfer 

stations 

Compliance of 
landfill sites & 

transfer stations 
with licencing 
requirements 

New 

Ensure 

compliance of 
landfill sites & 

transfer stations 
with licencing 
requirements by 
30/6/18 

Ensure 

compliance of 
landfill sites & 

transfer stations 
with licencing 
requirements by 
30/6/19 

Ensure 

compliance of 
landfill sites & 

transfer stations 
with licencing 
requirements by 
30/6/20 

Ensure 

compliance of 
landfill sites & 

transfer stations 
with licencing 
requirements by 
30/6/21 

Ensure compliance 
of landfill sites & 

transfer stations 
with licencing 
requirements by 
30/6/22 

Outcome 2: A long and 
healthy life for all South 

Africans 

LGE Manifesto: Build on 

achievements made in 
delivering basic services to 
the people 

Facilitate 
development of 
policies & 
bylaws for 
refuse removal 

Policies & 
bylaws 
developed 

New 

Develop & 
implement 
policies and 
bylaws for refuse 
removal by 
30/6/18 

Review & 
implement 
policies and 
bylaws for refuse 
removal by 
30/6/19 

Review & 
implement 
policies and 
bylaws for refuse 
removal by 
30/6/20 

Review & 
implement 
policies and 
bylaws for refuse 
removal by 
30/6/21 

Review & 
implement 
policies and 
bylaws for refuse 
removal by 
30/6/22 

Outcome 2: A long and 
healthy life for all South 

Africans 

LGE Manifesto: Build on 

achievements made in 
delivering basic services to 
the people 

Develop 
processes & 
procedures for 
refuse removal 

Processes & 
procedures 
developed 

New 

Develop & 
implement 
processes & 
procedures for 
refuse removal by 
30/6/18 

Review & 
implement 
processes & 
procedures for 
refuse removal by 
30/6/19 

Review & 
implement 
processes & 
procedures for 
refuse removal by 
30/6/20 

Review & 
implement 
processes & 
procedures for 
refuse removal by 
30/6/21 

Review & 
implement 
processes & 
procedures for 
refuse removal by 
30/6/22 

Outcome 2: A long and 
healthy life for all South 

Africans 

LGE Manifesto: Build on 

achievements made in 
delivering basic services to 
the people 

Comply with the 
requirements 
for greenest 
municipality 
competition 

Compliance with 
requirements 
for greenest 
municipality 
competition 

New 

Ensure 

compliance with 
requirements for 
greenest 
municipality 
competition by 
30/6/18 

Ensure 

compliance with 
requirements for 
greenest 
municipality 
competition by 
30/6/19 

Ensure 

compliance with 
requirements for 
greenest 
municipality 
competition by 
30/6/20 

Ensure 

compliance with 
requirements for 
greenest 
municipality 
competition by 
30/6/21 

Ensure compliance 
with requirements 
for greenest 
municipality 
competition by 
30/6/22 

Outcome 2: A long and 
healthy life for all South 

Africans 

LGE Manifesto: Build on 

achievements made in 
delivering basic services to 
the people 

Encourage 
separation at 

source 

Refuse & waste 
separated at 

source 

New 

Encourage 
separation of 
refuse & waste at 
source by 30/6/18 

Encourage 
separation of 
refuse & waste at 
source by 30/6/19 

Encourage 
separation of 
refuse & waste at 
source by 30/6/20 

Encourage 
separation of 
refuse & waste at 
source by 30/6/21 

Encourage 
separation of 
refuse & waste at 
source by 30/6/22 


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Outcome 2: A long and 
healthy life for all South 

Africans 









LGE Manifesto: Build on 
achievements made in 
delivering basic services to 
the people 

Formalize & 

document all 

waste 

reclaiming 

activities 

Reclaiming 

activities 

formalised & 

documented 

New 

Formalize & 

document all 
waste reclaiming 
activities by 
30/6/18 

Formalize & 

document all 
waste reclaiming 
activities by 
30/6/19 

Formalize & 

document all 
waste reclaiming 
activities by 
30/6/20 

Formalize & 

document all 
waste reclaiming 
activities by 
30/6/21 

Formalize & 

document all 
waste reclaiming 
activities by 
30/6/22 

Outcome 2: A long and 
healthy life for all South 

Africans 

LGE Manifesto: Build on 

achievements made in 
delivering basic services to 
the people 

Introduce waste 

minimization 

projects 

Waste 

minimization 

projects 

introduced 

New 

Introduce waste 

minimization 
projects by 
30/6/18 

Introduce waste 

minimization 
projects by 
30/6/19 

Introduce waste 

minimization 
projects by 
30/6/20 

Introduce waste 

minimization 
projects by 
30/6/21 

Introduce waste 

minimization 
projects by 
30/6/22 

Outcome 2: A long and 
healthy life for all South 

Africans 

LGE Manifesto: Build on 

achievements made in 
delivering basic services to 
the people 

Facilitate 
creation of jobs 
in waste 

management 

Number of jobs 
created in waste 
management 

New 

Facilitate creation 
of jobs in waste 
management by 
30/6/18 

Facilitate creation 
of jobs in waste 
management by 
30/6/19 

Facilitate creation 
of jobs in waste 
management by 
30/6/20 

Facilitate creation 
of jobs in waste 
management by 
30/6/21 

Facilitate creation 
of jobs in waste 
management by 
30/6/22 

Outcome 2: A long and 
healthy life for all South 

Africans 

LGE Manifesto: Build on 
achievements made in 
delivering basic services to 
the people 

Encourage 
participation of 
SMME's & 
Coops in waste 
recycling 

SMME's & 
Coops 

participating in 
waste recycling 

New 

Encourage 
participation of 
SMME's & Coops 
in waste recycling 
by 30/6/18 

Encourage 
participation of 
SMME's & Coops 
in waste recycling 
by 30/6/19 

Encourage 
participation of 
SMME's & Coops 
in waste recycling 
by 30/6/20 

Encourage 
participation of 
SMME's & Coops 
in waste recycling 
by 30/6/21 

Encourage 
participation of 
SMME's & Coops 
in waste recycling 
by 30/6/22 

Outcome 2: A long and 
healthy life for all South 

Africans 

LGE Manifesto: Build on 

achievements made in 
delivering basic services to 
the people 

Ensure 

compliance with 
environmental 
legislation 

Compliance with 
environmental 
legislation 

New 

Ensure 

compliance with 
environmental 
legislation by 
30/6/18 

Ensure 

compliance with 
environmental 
legislation by 
30/6/19 

Ensure 

compliance with 
environmental 
legislation by 
30/6/20 

Ensure 

compliance with 
environmental 
legislation by 
30/6/21 

Ensure compliance 
with 

environmental 
legislation by 
30/6/22 

Outcome 2: A long and 
healthy life for all South 

Africans 

LGE Manifesto: Build on 

achievements made in 
delivering basic services to 
the people 

Undertake 

education & 

awareness 

campaigns in 

Number of 
campaigns held 

New 

Hold 1 campaign 
per ward by 
30/6/18 

Hold 1 campaign 
per ward by 
30/6/19 

Hold 1 campaign 
per ward by 
30/6/20 

Hold 1 campaign 
per ward by 
30/6/21 

Hold 1 campaign 
per ward by 
30/6/22 


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Outcome 2: A long and 
healthy life for all South 

Africans 

communities & 

schools 









10.4.4.4. Strategic Objectives, Strategies, KPI's & Targets for Library Services. 


KPA: Basic Services and Infrastructure Development 


Strategic objective: To provide community development services and ensure a clean environment by 2022 


Performance Area: Library Services 


Performance 

Objectives 

To provide and promote library services 

Alignment 

Development Strategies 

Baseline 

Annual Targets 

National, Provincial 
and District Alignment 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 

Target 

(2018/19) 

Year 3 - Annual 

Target 

(2019/20) 

Year 4 - Annual 
Target 
(2020/21) 

Year 5 - Annual 
Target (2021/22) 

Outcome 1: Improve 
quality of basic 
education 

Facilitate upgrading & 
maintenance of 

libraries 

Libraries upgraded 
& maintained 

New 

Facilitate 
upgrading & 
maintenance of 
libraries by 
30/6/18 

Facilitate 
upgrading & 
maintenance of 
libraries by 
30/6/19 

Facilitate 
upgrading & 
maintenance of 
libraries by 
30/6/20 

Facilitate 
upgrading & 
maintenance of 
libraries by 
30/6/21 

Facilitate 
upgrading & 
maintenance of 
libraries by 
30/6/22 

NDP: Improving 
education & training 

Outcome 1: Improve 
quality of basic 
education 

Encourage culture of 
reading 

Various library 
activities and 

events 

New 

Encourage culture 
of reading by 
30/6/18 

Encourage 
culture of 
reading by 
30/6/19 

Encourage 
culture of 
reading by 
30/6/20 

Encourage 
culture of 
reading by 
30/6/21 

Encourage 
culture of 
reading by 
30/6/22 

NDP: Improving 
education & training 

Outcome 1: Improve 
quality of basic 
education 

Establish library 
committees 

Number of 
functioning library 
committees 

New 

Establish & 
support a Library 
Committee at 
each Library by 
30/6/18 

Establish & 
support a 
Library 

Committee at 
each Library by 
30/6/19 

Establish & 
support a 
Library 

Committee at 
each Library by 
30/6/20 

Establish & 
support a 
Library 

Committee at 
each Library by 
30/6/21 

Establish & 
support a Library 
Committee at 
each Library by 
30/6/22 

NDP: Improving 
education & training 

Outcome 1: Improve 
quality of basic 
education 

Provide information 

communication 
technology in all 
libraries 

ICT provided in 
libraries 

New 

Provide 

information 

communication 
technology in all 
libraries by 
30/6/18 

Provide 

information 

communication 
technology in all 
libraries by 
30/6/19 

Provide 

information 

communication 
technology in all 
libraries by 
30/6/20 

Provide 

information 

communication 
technology in 
all libraries by 
30/6/21 

Provide 

information 

communication 
technology in all 
libraries by 
30/6/22 

NDP: Improving 
education & training 

Outcome 1: Improve 
quality of basic 
education 

Facilitate training & 
development of library 
staff 

Library staff 
trained 

New 

Facilitate training 
& development of 
library staff by 

Facilitate 
training & 
development of 

Facilitate 
training & 
development of 

Facilitate 
training & 
development of 

Facilitate training 
& development 
of library staff by 


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NDP: Improving 
education & training 




30/6/18 

library staff by 
30/6/19 

library staff by 
30/6/20 

library staff by 
30/6/21 

30/6/22 

Outcome 1: Improve 
quality of basic 
education 

Develop Business 
Plan(s) for libraries 

Library Services 
Business Plan(s) 
developed 

New 

Develop & 
implement 
Business Plan(s) 
for libraries by 
30/6/18 

Review & 
implement 
Business Plan(s) 
for libraries by 
30/6/19 

Review & 
implement 
Business Plan(s) 
for libraries by 
30/6/20 

Review & 
implement 
Business Plan(s) 
for libraries by 
30/6/21 

Review & 
implement 
Business Plan(s) 
for libraries by 
30/6/22 

NDP: Improving 
education & training 

Outcome 1: Improve 
quality of basic 
education 

Provide tools of trade 

for libraries 

Tools of trade for 
libraries provided 

New 

Provide tools of 
trade for libraries 
by 30/6/18 

Provide tools of 
trade for 
libraries by 
30/6/19 

Provide tools of 
trade for 
libraries by 
30/6/20 

Provide tools of 
trade for 
libraries by 
30/6/21 

Provide tools of 
trade for libraries 
by 30/6/22 

NDP: Improving 
education & training 

Outcome 1: Improve 
quality of basic 
education 

Facilitate development 
of policies & bylaws for 
libraries 

Policies & bylaws 
developed 

New 

Develop & 
implement 
policies and 
bylaws for 
libraries by 
30/6/18 

Review & 
implement 
policies and 
bylaws for 
libraries by 
30/6/19 

Review & 
implement 
policies and 
bylaws for 
libraries by 
30/6/20 

Review & 
implement 
policies and 
bylaws for 
libraries by 
30/6/21 

Review & 
implement 
policies and 
bylaws for 
libraries by 
30/6/22 

NDP: Improving 
education & training 

Outcome 1: Improve 
quality of basic 
education 

Develop processes & 
procedures for libraries 

Processes & 
procedures 
developed 

New 

Develop & 
implement 
processes & 
procedures for 
libraries by 
30/6/18 

Review & 
implement 
processes & 
procedures for 
libraries by 
30/6/19 

Review & 
implement 
processes & 
procedures for 
libraries by 
30/6/20 

Review & 
implement 
processes & 
procedures for 
libraries by 
30/6/21 

Review & 
implement 
processes & 
procedures for 
parks & 
recreation by 
30/6/22 

NDP: Improving 
education & training 


10.4.5. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR PUBLIC SAFETY. 


10.4.5.1. Strategic Objectives, Strategies, KPI's & Targets for Traffic Management Services. 


KPA: Public Safety 

Strategic objective: To ensure community safety and protected working environment at Enoch Mgijima Local Municipality by 2022 

Performance Area: Traffic Management 



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Performance 

Objectives 

To provide traffic management administration and services 

National, Provincial 

and District 

Alignment 

Strategies 

Baseline 

Targets 

KPA 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 

Target (2017/18) 

Year 2 - Annual 

Target (2018/19) 

Year 3 - Annual 

Target (2019/20) 

Year 4 - Annual 

Target (2020/21) 

Year 5 - Annual 

Target (2021/22) 

National Outcome: All 

people in South Africa 
will be protected and 

feel safe. 

Facilitate 

development of 

infrastructure for 

traffic 

management 

and traffic flow 

T raffic 

infrastructure 

developed 

Existing 

infrastructure 

Facilitate 

development of 

infrastructure for 

traffic 

management & 
flow by 30/6/18 

Facilitate 

development of 

infrastructure for 

traffic 

management & 
flow by 30/6/19 

Facilitate 

development of 

infrastructure for 

traffic 

management & 
flow by 30/6/20 

Facilitate 

development of 

infrastructure for 

traffic 

management & 
flow by 30/6/21 

Facilitate 

development of 

infrastructure for 

traffic management 
& flow by 30/6/22 

National Outcome: All 

people in South Africa 
will be protected and 

feel safe. 

Facilitate 

development of 

traffic control 

bylaws 

Council adopted 
and gazetted 
bylaws 

Outdated 

Bylaws 

Develop & apply 

traffic control 

bylaws by 
30/6/18 

Apply & enforce 
compliance to 

traffic control 

bylaws by 30/6/19 

Apply & enforce 
compliance to 

traffic control 

bylaws by 
30/6/20 

Apply & enforce 
compliance to 

traffic control 

bylaws by 30/6/21 

Apply & enforce 
compliance to 

traffic control 

bylaws by 30/6/22 

National Outcome: All 

people in South Africa 
will be protected and 

feel safe. 

Monitoring & 

enforcement of 

street trading 
bylaws 

Convictions and 

fines imposed for 
bylaw violations 

New 

Monitor & 

enforce street 

trading bylaws by 
30/6/18 

Monitor & enforce 

street trading 
bylaws by 30/6/19 

Monitor & 

enforce street 

trading bylaws by 
30/6/20 

Monitor & enforce 

street trading 
bylaws by 30/6/21 

Monitor & enforce 

street trading 
bylaws by 30/6/22 

National Outcome: All 

people in South Africa 
will be protected and 

feel safe. 

Provide tools of 

trade for traffic 

management 

Tools of trade 

provided for 

traffic 

management 

New 

Provide tools of 

trade for traffic 

management by 
30/6/18 

Provide tools of 

trade for traffic 

management by 
30/6/19 

Provide tools of 

trade for traffic 

management by 
30/6/20 

Provide tools of 

trade for traffic 

management by 
30/6/21 

Provide tools of 

trade for traffic 

management by 
30/6/22 

National Outcome: All 

people in South Africa 
will be protected and 

feel safe. 

Hold massive 

operations with 

SAPS on the 

National Roads 

Number and 

reports from 

massive 

operations 

New 

Hold 12 massive 

operations by 
30/6/18 

Hold 12 massive 

operations by 
30/6/19 

Hold 12 massive 

operations by 
30/6/20 

Hold 12 massive 

operations by 
30/6/21 

Hold 12 massive 

operations by 
30/6/22 

National Outcome: All 

people in South Africa 
will be protected and 

feel safe. 

Conduct daily 

traffic street 

inspections to 
prevent traffic 

violations and 

apprehend 

Number and 

reports from daily 
traffic inspections 

New 

Hold 264 street 

traffic inspections 
by 30/6/18 

Hold 264 street 

traffic inspections 
by 30/6/19 

Hold 264 street 

traffic inspections 
by 30/6/20 

Hold 264 street 

traffic inspections 
by 30/6/21 

Hold 264 street 

traffic inspections 
by 30/6/22 


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offenders 








National Outcome: All 

people in South Africa 
will be protected and 

feel safe. 

Conduct traffic 

education 

programs for 

schools 

Total number of 

schools visited 

New 

Conduct traffic 

education 

campaigns at all 
schools with high 

motor vehicle 

traffic interactions 

by 30/6/18 

Conduct traffic 

education 

campaigns at all 
schools with high 

motor vehicle 

traffic interactions 

by 30/6/19 

Conduct traffic 

education 

campaigns at all 
schools with high 

motor vehicle 

traffic interactions 

by 30/6/20 

Conduct traffic 

education 

campaigns at all 
schools with high 

motor vehicle 

traffic interactions 

by 30/6/21 

Conduct traffic 

education 

campaigns at all 
schools with high 

motor vehicle 

traffic interactions 

by 30/6/22 

National Outcome: All 

people in South Africa 
will be protected and 

feel safe. 

To impound and 

tow vehicles 

causing traffic 

obstructions. 

Total number of 

vehicles 

impounded & 
fines imposed 

New 

Impound and tow 
away all vehicles 
causing traffic 
obstructions by 
30/6/18 

Impound and tow 
away all vehicles 
causing traffic 
obstructions by 
30/6/19 

Impound and tow 
away all vehicles 
causing traffic 
obstructions by 
30/6/20 

Impound and tow 
away all vehicles 
causing traffic 
obstructions by 
30/6/21 

Impound and tow 
away all vehicles 
causing traffic 
obstructions by 
30/6/22 


10.4.5.2. Strategic Objectives, Strategies, KPI's & Targets for Traffic Licensing Services. 


KPA: Public Safety 

Strategic objective: To ensure community safety and protected working environment at Enoch Mgijima Local Municipality by 2022 

Performance Area: Licencing 

Performance 

To provide licencing services of vehicles and motor-cycles 


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Objectives 


National, Provincial 
and District 

Alignment 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 -Annual 
Target (2020/21) 

Year 5 - Annual 
Target (2021/22) 

National Outcome: 

All people in South 
Africa will be 
protected and feel 
safe. 

By complying 
with national 

standards and 
regulations of 
Dept, of 

Transport 
regarding the 
issue of licenses 

Number of reports 
from NDOT 
confirming 
adherence of 

EMLM to national 

standards & 
regulations 

4 Reports from 
DoT 

Submit 4 
compliance 
reports to Dept, of 
Transport by 
30/6/18 

Submit 4 
compliance 
reports to Dept, of 
Transport by 
30/6/19 

Submit 4 
compliance 
reports to Dept, of 
Transport by 
30/6/20 

Submit 4 
compliance 
reports to Dept, of 
Transport by 
30/6/21 

Submit 4 

compliance reports 
to Dept, of 
Transport by 
30/6/22 

National Outcome: 

All people in South 
Africa will be 
protected and feel 
safe. 

To provide 
traffic services 

in line with 
applicable 
legislation 

Total number of 
applications 
captured on the 
eNatis 

4 Quarterly 
eNatis reports 

Submit 4 
Quarterly eNatis 
reports to Dept, of 
Transport by 
30/6/18 

Submit 4 
Quarterly eNatis 
reports to Dept, of 
Transport by 
30/6/19 

Submit 4 
Quarterly eNatis 
reports to Dept, of 
Transport by 
30/6/20 

Submit 4 
Quarterly eNatis 
reports to Dept, of 
Transport by 
30/6/21 

Submit 4 Quarterly 
eNatis reports to 
Dept, of Transport 
by 30/6/22 

National Outcome: 

All people in South 
Africa will be 
protected and feel 
safe. 

Provide 
licencing 
services in all 
towns under 

EMLM 

Reports from 
different licencing 
centres 

New 

Render licencing 
services in 
Tarkastad/Flofmey 
er, 

Molteno/Sterkstro 
om & 

Queenstown/Whit 
tlesea by 30/6/18 

Render licencing 
services in 
Tarkastad/Flofmey 
er, 

Molteno/Sterkstro 
om & 

Queenstown/Whit 
tlesea by 30/6/19 

Render licencing 
services in 
Tarkastad/Flofmey 
er, 

Molteno/Sterkstro 
om & 

Queenstown/Whit 
tlesea by 30/6/20 

Render licencing 
services in 
Tarkastad/Flofmey 
er, 

Molteno/Sterkstro 
om & 

Queenstown/Whit 
tlesea by 30/6/21 

Render licencing 
services in 
Tarkastad/Flofmey 
er, 

Molteno/Sterkstro 
om & 

Queenstown/Whit 
tlesea by 30/6/22 

National Outcome: 

All people in South 
Africa will be 
protected and feel 
safe. 

Provide tools of 

trade for traffic 

licencing 

services 

Tools of trade 
provided for 
traffic licencing 
services 

New 

Provide tools of 

trade for traffic 
licencing by 
30/6/18 

Provide tools of 

trade for traffic 
licencing by 
30/6/19 

Provide tools of 

trade for traffic 
licencing by 
30/6/20 

Provide tools of 

trade for traffic 
licencing by 
30/6/21 

Provide tools of 

trade for traffic 
licencing by 
30/6/22 

National Outcome: 

All people in South 
Africa will be 
protected and feel 
safe. 

Facilitate 
development of 
infrastructure 
for traffic 
licencing 
services 

Traffic 

infrastructure 

developed 

Existing 

infrastructure 

Facilitate 
development of 
infrastructure for 
traffic licencing by 
30/6/18 

Facilitate 
development of 
infrastructure for 
traffic licencing by 
30/6/19 

Facilitate 
development of 
infrastructure for 
traffic licencing by 
30/6/20 

Facilitate 
development of 
infrastructure for 
traffic licencing by 
30/6/21 

Facilitate 
development of 
infrastructure for 
traffic licencing by 
30/6/22 


10.4.5.3. Strategic Objectives, Strategies, KPI's & Targets for Fire & Disaster Services. 


KPA: Public Safety 


Strategic objective: To ensure community safety and protected working environment at Enoch Mgijima Local Municipality by 2022 


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Performance Area: Fire & Disaster Management 


Performance Objectives 

To provide fire and disaster management services 

National, Provincial and 
District Alignment 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 -Annual 
Target (2020/21) 

Year 5 - Annual 
Target (2021/22) 

National Outcome: All 
people in South Africa 
will be protected and 
feel safe. 

Develop 

Disaster 

Management 

Strategy 

Council 

adopted 

Disaster 

Management 

Strategy 

New 

Develop & 
implement Disaster 
Management 

Strategy by 30/6/18 

Review & 

implement Disaster 
Management 
Strategy by 

30/6/19 

Review & 

implement Disaster 
Management 
Strategy by 

30/6/20 

Review & 

implement Disaster 
Management 
Strategy by 

30/6/21 

Review & 
implement 

Disaster 

Management 
Strategy by 

30/6/22 

National Outcome: All 
people in South Africa 
will be protected and 
feel safe. 

Develop 
internal 
capacity to 
deal with fire 
and manage 
disasters 

Infrastructure, 
systems & 
resources for 
fire and 

disaster 

management 

New 

Develop & improve 
capacity to deal 
with fires & manage 
disasters by 

30/6/18 

Develop & improve 
capacity to deal 
with fires & 
manage disasters 
by 30/6/19 

Develop & improve 
capacity to deal 
with fires & 
manage disasters 
by 30/6/20 

Develop & improve 
capacity to deal 
with fires & 
manage disasters 
by 30/6/21 

Develop & improve 
capacity to deal 
with fires & 
manage disasters 
by 30/6/22 

National Outcome: All 
people in South Africa 
will be protected and 
feel safe. 

Facilitate 
building of fire 
stations at 
strategic 
places 

Business Plans 

for fire stations 

New 

Facilitate building & 
use of fire stations 
at strategic places 
by 30/6/18 

Facilitate building 
& use of fire 
stations at strategic 
places by 30/6/19 

Facilitate building 
& use of fire 

stations at 
strategic places by 
30/6/20 

Facilitate building 
& use of fire 

stations at 
strategic places by 
30/6/21 

Facilitate building 
& use of fire 

stations at 
strategic places by 
30/6/22 

National Outcome: All 
people in South Africa 
will be protected and 
feel safe. 

Conduct 

awareness 

campaigns and 
meetings with 
fire 

committees 

Number of 

awareness 

campaigns 
conducted and 
meetings with 
fire 

committees 

New 

Conduct 1 

Awareness 
campaign in each 
ward by 30/6/18 

Conduct 1 

Awareness 
campaign in each 
ward by 30/6/19 

Conduct 1 

Awareness 
campaign in each 
ward by 30/6/20 

Conduct 1 

Awareness 
campaign in each 
ward by 30/6/21 

Conduct 1 

Awareness 
campaign in each 
ward by 30/6/22 

Basic Infrastructure & 
Service Delivery 

Provide tools 

of trade for 

fire & disaster 
management 

Tools of trade 
provided for 
fire and 

disaster 

management 

New 

Provide tools of 

trade for fire & 
disaster 

management by 
30/6/18 

Provide tools of 

trade for fire & 
disaster 

management by 
30/6/19 

Provide tools of 

trade for fire & 
disaster 

management by 
30/6/20 

Provide tools of 

trade for fire & 
disaster 

management by 
30/6/21 

Provide tools of 

trade for fire & 
disaster 

management by 
30/6/22 


10.4.5.4. Strategic Objectives, Strategies, KPI's & Targets for Security Services. 


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KPA: Public Safety 

Strategic objective: To ensure community safety and protected working environment at Enoch Mgijima Local Municipality by 2022 

Performance Area: Security Services 

Performance Objectives 

To provide security for all municipal assets 

National, Provincial and 
District Alignment 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 

Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 

Target 

(2019/20) 

Year 4 - Annual 
Target (2020/21) 

Year 5 - Annual 
Target (2021/22) 

National Outcome: All 
people in South Africa 
will be protected and 
feel safe. 

By providing 
security to all 
municipal assets 

Safe and secure 
municipal assets 

Provide security 
to all municipal 
assets by 

30/6/18 

Provide security to 
all municipal assets 
by 30/6/19 

Provide security to 
all municipal 
assets by 30/6/20 

Provide 
security to all 
municipal 
assets by 

30/6/21 

Provide security 
to all municipal 
assets by 30/6/22 

Provide security 
to all municipal 
assets by 30/6/23 

National Outcome: All 
people in South Africa 
will be protected and 
feel safe. 

Facilitate 
training of 
security 
watchman 

Trained security 
watchmen 

Facilitate 
training of 
security 
watchmen by 
30/6/18 

Facilitate training of 
security watchmen 
by 30/6/19 

Facilitate training 
of security 
watchmen by 
30/6/20 

Facilitate 
training of 
security 
watchmen by 
30/6/21 

Facilitate training 
of security 
watchmen by 
30/6/22 

Facilitate training 
of security 
watchmen by 
30/6/23 

National Outcome: All 
people in South Africa 
will be protected and 
feel safe. 

Provide tools of 

trade for 
security services 

Tools of trade 
provided 
forsecurity 
services 

New 

Provide tools of 
trade for security 
services by 30/6/18 

Provide tools of 
trade for security 
services by 
30/6/19 

Provide tools 

of trade for 
security 
services by 
30/6/20 

Provide tools of 
trade for security 
services by 
30/6/21 

Provide tools of 
trade for security 
services by 
30/6/22 

National Outcome: All 
people in South Africa 
will be protected and 
feel safe. 

Provide access 

control to 
municipal 
buildings 

Access control to 
municipal 
buildings 
provided 

New 

Provide access 

control to all 
municipal buildings 
by 30/6/18 

Provide access 

control to all 
municipal 
buildings by 

30/6/19 

Provide access 

control to all 
municipal 
buildings by 
30/6/20 

Provide access 

control to all 
municipal 
buildings by 
30/6/21 

Provide access 

control to all 
municipal 
buildings by 

30/6/22 

National Outcome: All 
people in South Africa 
will be protected and 
feel safe. 

Provide security 
measures in the 

CBD area 

Security 

measures 

provided in the 
QTN CBD 

New 

Provide security 
measures to the 

QTN CBD by 

30/6/18 

Provide security 
measures to the 

QTN CBD by 

30/6/19 

Provide 
security 
measures to 
the QTN CBD 
by 30/6/20 

Provide security 
measures to the 
QTN CBD by 
30/6/21 

Provide security 
measures to the 
QTN CBD by 
30/6/22 


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10.4.5.5. Strategic Objectives, Strategies, KPI's & Targets for Community Safety. 


KPA: Public Safety 

Strategic objective: To ensure community safety and protected working environment at Enoch Mgijima Local Municipality by 2022 

Performance Area: Community Safety 

Performance Objectives 

To ensure community safety 

National, Provincial and 

District Alignment 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 

Target 

(2017/18) 

Year 2 - Annual 

Target (2018/19) 

Year 3 - 

Annual Target 

(2019/20) 

Year 4 - 

Annual 

Target 

(2020/21) 

Year 5 - Annual 

Target 

(2021/22) 

National Outcome: All people 

in South Africa will be 

protected and feel safe. 

By coordinating and 

facilitating 

community safety 

forum meetings 

Number of 

community safety 

forum meetings 

held 

Quarterly 

community 

safety forum 

meetings (4) 

Quarterly 

community 

safety forum 

meetings (4) by 

30/6/18 

Quarterly 

community 

safety forum 

meetings (4) by 

30/6/19 

Quarterly 

community 

safety forum 

meetings (4) 

by 30/6/20 

Quarterly 

community 

safety forum 

meetings (4) 

by 30/6/21 

Quarterly 

community 

safety forum 

meetings (4) by 

30/6/22 

National Outcome: All people 

in South Africa will be 

protected and feel safe. 

Facilitate 

establishment of 

community policing 

forums 

Community 

policing forums 

established 

New 

Establish & 

facilitate CPF's 

in all 34 wards 

by 30/6/18 

Facilitate CPF's in 

all 34 wards by 

30/6/19 

Facilitate CPF's 

in all 34 wards 

by 30/6/20 

Facilitate 

CPF's in all 34 

wards by 

30/6/21 

Facilitate CPF's 

in all 34 wards 

by 30/6/22 

National Outcome: All people 

in South Africa will be 

protected and feel safe. 

Provide tools of trade 

for community safety 

Tools of trade 

provided for 

community safety 

New 

Provide tools 

of trade for 

community 

safety by 

30/6/18 

Provide tools of 

trade for 

community 

safety by 30/6/19 

Provide tools 

of trade for 

community 

safety by 

30/6/20 

Provide tools 

of trade for 

community 

safety by 

30/6/21 

Provide tools of 

trade for 

community 

safety by 

30/6/22 


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10.4.6. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR PLANNING AND HUMAN SETTLEMENT. 


10.4.6.1. Strategic Objectives, Strategies, KPI's & Targets for Planning. 


KPA: Human 

Settlements and Land 
Development 

Strategic objective: To provide sustainable human settlements and undertake spatial planning and land use management for economic growth by 2022 

Performance Area: Planning 

Alignment 

Development Strategies 

Baseline 

Annual Targets 

National, Provincial 
and District Alignment 
(Outcome 9) 

Performance 

Objectives 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - 
Annual Target 
(2017/18) 

Year 2 - Annual 
Target 
(2018/19) 

Year 3- 
Annual Target 
(2019/20) 

Year 4- 
Annual Target 
(2020/21) 

Year 5 - Annual 
Target (2021/22) 

NDP: Transforming 
urban and rural spaces 

To implement 
SPLUMA 
legislation 

Develop a Spatial 
Development 
Framework in line 

with SPLUMA 

Council 
approved SDF 

New 

Develop & 
implement 
SDF by 
30/6/18 

Review & 
implement SDF 
by 30/6/19 

Review & 
implement 
SDF by 
30/6/20 

Review & 
implement 
SDF by 
30/6/21 

Review & 
implement SDF 
by 30/6/22 

Output 4: Actions 
supportive of the 
human settlements 

outcome. 

NDP: Transforming 
urban and rural spaces 

To implement 
SPLUMA 
legislation 

Develop LSDF's for 
Queenstown, 
Tarkastad & 
Hofmeyer and 
Molteno & 
Sterkstroom in 

line with SPLUMA 

Council 
approved 
Local Area 
Spatial 

Development 

Frameworks 

Draft 

Queenstown 

LSDF 

Develop & 
implement 
LSDF's by 
30/6/18 

Review & 
implement 
LSDF's by 
30/6/19 

Review & 
implement 
LSDF's by 
30/6/20 

Review & 
implement 
LSDF's by 
30/6/21 

Review & 
implement 
LSDF's by 
30/6/22 

Output 4: Actions 
supportive of the 
human settlements 

outcome. 

NDP: Transforming 
urban and rural spaces 

To promote 
spatial 

restructuring, 
integration and 
reduce spatial 
fragmentation 

Develop precinct 
plans in various 
areas to facilitate 
urban renewal, 
land use planning 
for infrastructure 
development, 
business 
development & 
other purposes 

Council 
approved 
precinct plans 

New 

Develop all 
funded 
precinct plans 
in line with 
the SDF by 
30/6/18 

Develop all 
funded precinct 
plans in line 
with the SDF by 
30/6/19 

Develop all 
funded 
precinct plans 
in line with 
the SDF by 
30/6/20 

Develop all 
funded 
precinct plans 
in line with 
the SDF by 
30/6/21 

Develop all 
funded precinct 
plans in line with 
the SDF by 
30/6/22 

Output 4: Actions 
supportive of the 
human settlements 

outcome. 

NDP: Transforming 
urban and rural spaces 

To promote 
spatial 

restructuring, 
integration and 
reduce spatial 

Engage with 
CHDM to develop 
strategies for 
implementation of 
the Small-Town 

MoU signed 
with CHDM 

CHDM Small 

Town 

Revitalization 

Programme 

Sign an MoU 
on Small 

Town 

Revitalization 

Programme 

Support the 
implementation 
of the MoU with 
CHDM by 
30/6/19 

Support the 
implementati 
on of the 

MoU with 
CHDM by 

Support the 
implementati 
on of the 

MoU with 
CHDM by 

Support the 
implementation 
of the MoU with 
CHDM by 
30/6/22 

Output 4: Actions 
supportive of the 
human settlements 


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outcome. 

fragmentation 

Revitalization 

Programme 



with CFIDM by 
30/6/18 


30/6/20 

30/6/21 


NDP: Transforming 
urban and rural spaces 

To promote 
spatial 

restructuring, 
integration and 
reduce spatial 
fragmentation 

Facilitate 

revitalization of 
Tarkastad, 

FI of m eye r, 
Molteno & 

Sterkstroom 
through the Small- 
Town 

Revitalization 

Programme 

Small Town 

Revitalization 

Projects 

implemented 

CHDM Small 

Town 

Revitalization 

Programme 

Facilitate 
implementati 
on of funded 
projects by 
30/6/18 

Facilitate 
implementation 
of funded 
projects by 
30/6/19 

Facilitate 
implementati 
on of funded 
projects by 
30/6/20 

Facilitate 
implementati 
on of funded 
projects by 
30/6/21 

Facilitate 
implementation 
of funded 
projects by 
30/6/22 

Output 4: Actions 
supportive of the 
human settlements 

outcome. 

NDP: Transforming 
urban and rural spaces 

To implement 
SPLUMA 
legislation 

Develop Wall-To- 
Wall Land Use 
Scheme aligned 
with SPLUMA 

Council 
adopted Wall- 
to-Wall-Land 

Use Scheme 

SPLUMA 

Develop & 
implement 
Wall-to-Wall 
Land Scheme 
by 30/6/18 

Review & 
implement 
Wall-to-Wall 
Land Scheme by 
30/6/19 

Review & 
implement 
Wall-to-Wall 
Land Scheme 
by 30/6/20 

Review & 
implement 
Wall-to-Wall 
Land Scheme 
by 30/6/21 

Review & 
implement Wall- 
to-Wall Land 
Scheme by 
30/6/22 

Output 4: Actions 
supportive of the 
human settlements 

outcome. 

NDP: Transforming 
urban and rural spaces 

To promote 
spatial 

restructuring, 
integration and 
reduce spatial 
fragmentation 

Develop 
operational 
processes, 
systems & 
procedures to 
facilitate planning. 

Operating 
proccesses, 
systems and 
procedures in 
place 

New 

Develop & 
implement 
operating 
processes, 
systems & 
procedures by 
30/6/18 

Review & 
implement 
operating 
processes, 
systems & 
procedures by 
30/6/19 

Review & 
implement 
operating 
processes, 
systems & 
procedures by 
30/6/20 

Review & 
implement 
operating 
processes, 
systems & 
procedures by 
30/6/21 

Review & 
implement 
operating 
processes, 
systems & 
procedures by 
30/6/22 

Output 4: Actions 
supportive of the 
human settlements 

outcome. 

NDP: Transforming 
urban and rural spaces 

To ensure an 

effective and 
integrated 
Geographic 
Information 
Management 
System 

Develop 
geographic 
information 
database & maps 
for land use 
management, 
spatial & 
development 
planning 

Geographic 

information 

database 

developed 

New 

Develop and 
store 

geographic 
datasets & 
maps for land 

use 

management, 
spatial 8i 
development 
planning by 
30/6/18 

Review and 

store 

geographic 
datasets & maps 
for land use 
management, 
spatial & 
development 
planning by 
30/6/19 

Review and 

store 

geographic 
datasets & 
maps for land 

use 

management, 
spatial & 
development 
planning by 
30/6/20 

Review and 

store 

geographic 
datasets & 
maps for land 

use 

management, 
spatial & 
development 
planning by 
30/6/21 

Review and 
store geographic 
datasets & maps 
for land use 
management, 
spatial & 
development 
planning by 
30/6/22 

Output 4: Actions 
supportive of the 
human settlements 

outcome. 

NDP: Transforming 
urban and rural spaces 

To promote 
spatial 

restructuring, 
integration and 
reduce spatial 
fragmentation 

Identify land for 
development of 
municipal offices 
and undertake 
feasibility studies 

Land 

identified for 
municipal 
offices 

New 

Identify land 
for municipal 
offices by 
30/6/18 

Undertake 
feasibility study 
& EIA for 
development of 
municipal 
offices by 
30/6/19 

Technical 
Planning & 
construction 
of municipal 
offices by 
30/6/20 

Facilitation of 

construction 
of municipal 
offices by 
30/6/21 

Facilitation of 

construction of 
municipal offices 
by 30/6/22 

Output 4: Actions 
supportive of the 
human settlements 

outcome. 


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NDP: Transforming 
urban and rural spaces 

Output 4: Actions 
supportive of the 
human settlements 
outcome. 


To promote 
spatial 

restructuring, 
integration and 
reduce spatial 
fragmentation 


Develop a Human 
Settlement Sector 
Plan 


Council 

adopted 

Human 

Settlements 

Plan 


New 


Develop & 
implement 
integrated 
Human 
Settlement 
Sector Plan by 
30/6/18 


Review & 
implement 
Integrated 
Human 
Settlements 
Plan by 30/6/19 


Review & 
implement 
Integrated 
Human 
Settlements 
Plan by 
30/6/20 


Review & 
implement 
Integrated 
Human 
Settlements 
Plan by 
30/6/21 


Review & 
implement 
Integrated 
Human 

Settlements Plan 
by 30/6/22 


10.4.6.2. Strategic Objectives, Strategies, KPI's & Targets for Land Management. 


KPA: Human Settlements and 
Land Development 

Strategic objective: To provide sustainable human settlements and undertake spatial planning and land use management for economic growth by 2022 

Performance Area: Land Management 

Alignment 

Development Strategies 

Baseline 

Annual Targets 

National, Provincial and 
District Alignment 

Performance 

Objectives 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 

Target 

(2017/18) 

Year 2 - Annual 

Target 

(2018/19) 

Year 3 - Annual 

Target 

(2019/20) 

Year 4 - Annual 
Target 
(2020/21) 

Year 5 - Annual 
Target 
(2021/22) 

NDP: Transforming 
urban and rural spaces 

To implement 
SPLUMA 
legislation 

Develop the 
SPLUMA 
aligned land 
management 
policies and 
bylaws 

Council 

approved 

Land 

Management 
Policies and 
Bylaws 

New 

Develop & 
implement 
SPLUMA 
aligned land 
management 
policies and 
bylaws by 
30/6/18 

Review & 
implement 
SPLUMA 
aligned land 
management 
policies and 
bylaws by 
30/6/19 

Review & 
implement 
SPLUMA 
aligned land 
management 
policies and 
bylaws by 
30/6/20 

Review & 
implement 
SPLUMA 
aligned land 
management 
policies and 
bylaws by 
30/6/21 

Review & 
implement 
SPLUMA 
aligned land 
management 
policies and 
bylaws by 
30/6/22 

Output 1: 

Implementation of a 
differentiated approach 
to municipal planning 
and support. 

NDP: Transforming 
urban and rural spaces 

To develop an 
efficient and 

effective land 

use 

management 

system 

Preparation of 
the Land Use 
Scheme aligned 
to the SDF & 

SPLUMA 

Council 
approved 
Land Use 

Scheme 

New 

Develop & 
implement 
Land Use 
Scheme by 
30/6/18 

Review & 
implement 
Land Use 
Scheme by 
30/6/19 

Review & 
implement 
Land Use 
Scheme by 
30/6/20 

Review & 
implement 
Land Use 
Scheme by 
30/6/21 

Review & 
implement 
Land Use 
Scheme by 
30/6/22 

Output 1: 

Implementation of a 
differentiated approach 
to municipal planning 
and support. 

NDP: Transforming 
urban and rural spaces 

To facilitate 
land acquisition 

Ringfence and 
alienate land 

register of 
alienation of 

New 

Identify and 
alienate all land 

Identify and 
alienate all land 

Identify and 
alienate all land 

Identify and 
alienate all land 

Identify and 
alienate all land 


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Output 1: 

Implementation of a 
differentiated approach 
to municipal planning 
and support. 

and disposal 

for commercial 
purposes 

land for 
commercial 

purposes 


available by 
30/18 

available by 
30/19 

available by 
30/20 

available by 
30/21 

available by 
30/22 

NDP: Transforming 
urban and rural spaces 

To facilitate 
land acquisition 
and disposal 

Ringfence and 
alienate land 

for residential 

purposes 

register of 
alienation of 

land 

residential 

purposes 

New 

Identify and 
alienate all land 
available by 
30/6/18 

Identify and 
alienate all land 
available by 
30/6/19 

Identify and 
alienate all land 
available by 
30/6/20 

Identify and 
alienate all land 
available by 
30/6/21 

Identify and 
alienate all land 
available by 
30/6/22 

Output 1: 

Implementation of a 
differentiated approach 
to municipal planning 
and support. 

NDP: Transforming 
urban and rural spaces 

To facilitate 
land acquisition 
and disposal 

Ringfence and 
alienate land 

for business 

purposes 

register of 
alienation of 

land for 
business 

purposes 

New 

Identify and 
alienate all land 
available by 
30/6/18 

Identify and 
alienate all land 
available by 
30/6/19 

Identify and 
alienate all land 
available by 
30/6/20 

Identify and 
alienate all land 
available by 
30/6/21 

Identify and 
alienate all land 
available by 
30/6/22 

Output 1: 

Implementation of a 
differentiated approach 
to municipal planning 
and support. 

NDP: Transforming 
urban and rural spaces 

To facilitate 
land acquisition 
and disposal 

Ringfence and 
alienate land 
for social 

purposes 

register of 
alienation of 
land for social 

purposes 

New 

Identify and 
alienate all land 
available by 
30/6/18 

Identify and 
alienate all land 
available by 
30/6/19 

Identify and 
alienate all land 
available by 
30/6/20 

Identify and 
alienate all land 
available by 
30/6/21 

Identify and 
alienate all land 
available by 
30/6/22 

Output 1: 

Implementation of a 
differentiated approach 
to municipal planning 
and support. 

NDP: Transforming 
urban and rural spaces 

To facilitate 
land acquisition 
and disposal 

Identify state 
owned land 
required by 
EMLM & 

facilitate its 
acquisition 

State Owned 

Land 

identified and 
acquired 

New 

Identify 
available state 

owned land & 

facilitate 
acquisition by 
30/6/18 

Identify 
available state 

owned land & 

facilitate 
acquisition by 
30/6/19 

Identify 
available state 

owned land & 

facilitate 
acquisition by 
30/6/20 

Identify 
available state 

owned land & 

facilitate 
acquisition by 
30/6/21 

Identify 
available state 

owned land & 

facilitate 
acquisition by 
30/6/22 

Output 1: 

Implementation of a 
differentiated approach 
to municipal planning 
and support. 

NDP: Transforming 
urban and rural spaces 

To facilitate 
land acquisition 

To create a 
Municipal Land 

Details & size 
of land 

New 

Acquire land 
available for 

Acquire land 
available for 

Acquire land 
available for 

Acquire land 
available for 

Acquire land 
available for 


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Output 1: 

Implementation of a 
differentiated approach 
to municipal planning 
and support. 

and disposal 

Bank. 

acquired for 
development. 


municipal 
development 
by 30/6/18 

municipal 
development 
by 30/6/19 

municipal 
development 
by 30/6/20 

municipal 
development 
by 30/6/21 

municipal 
development 
by 30/6/22 

NDP: Transforming 
urban and rural spaces 

To facilitate 
land acquisition 
and disposal 

To develop 
Municipal Land 
Disposal Policy. 

Council 
approved 
Municipal 
Land Disposal 
Policy 

New 

Develop & 
implement 
Municipal Land 
Disposal Policy 
by 30/6/18 

Develop & 
implement 
Municipal Land 
Disposal Policy 
by 30/6/19 

Develop & 
implement 
Municipal Land 
Disposal Policy 
by 30/6/20 

Develop & 
implement 
Municipal Land 
Disposal Policy 
by 30/6/21 

Develop & 
implement 
Municipal Land 
Disposal Policy 
by 30/6/22 

Output 1: 

Implementation of a 
differentiated approach 
to municipal planning 
and support. 

NDP: Transforming 
urban and rural spaces 

To implement 
SPLUMA 
legislation 

To conduct a 
Municipal Land 
Audit. 

Land Register 
and Final 
Report 

New 

Conduct land 
audit & develop 
land register by 
30/6/18 

Update land 
register by 
30/6/19 

Update land 
register by 
30/6/20 

Update land 
register by 
30/6/21 

Update land 
register by 
30/6/22 

Output 1: 

Implementation of a 
differentiated approach 
to municipal planning 
and support. 

NDP: Transforming 
urban and rural spaces 

To promote 
spatial 

restructuring, 
integration and 
reduce spatial 
fragmentation 

Facilitate 
registration of 
new residential 

areas, 

townships & 
informal 

settlements 

New 

residential 

areas, 

townships & 
informal 

settlements 

registered 

New 

Facilitate 
registration of 
all new 

residential 

areas, 

townships & 
informal 
settlements by 
30/6/18 

Facilitate 
registration of 
all new 

residential 

areas, 

townships & 
informal 
settlements by 
30/6/19 

Facilitate 
registration of 
all new 

residential 

areas, 

townships & 
informal 
settlements by 
30/6/20 

Facilitate 
registration of 
all new 

residential 

areas, 

townships & 
informal 
settlements by 
30/6/21 

Facilitate 
registration of 
all new 

residential 

areas, 

townships & 
informal 
settlements by 
30/6/22 

Output 4: Actions 
supportive of the human 
settlements outcome. 


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10.4.6.3. Strategic Objectives, Strategies, KPI's & Targets for Human Settlements. 


KPA: Human Settlements 
and Land Development 

Strategic objective: To provide sustainable human settlements and undertake spatial planning and land use management for economic growth by 2022 

Performance Area: Human Settlements 

Performance Objectives 

To facilitate provision of sustainable human settlements for all income categories 

Alignment 

Development Strategies 

Baseline 

5 Year Performance Targets 

National, Provincial and 
District Alignment 

Strategies 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 

Target 

(2017/18) 

Year 2 - Annual 

Target 

(2018/19) 

Year 3 - Annual 

Target 

(2019/20) 

Year 4- 
Annual Target 
(2020/21) 

Year 5 - Annual 
Target 
(2021/22) 

NDP: Integrated Human 
settlement 

Develop a Housing 
Sector Plan 

Council approved 
Housing Sector 
Plan 

New 

Develop & 
implement a 
Housing Sector 
Plan by 30/6/18 

Update and 
implement 
Housing Sector 
Plan by 30/6/19 

Update and 
implement 
Housing Sector 
Plan by 30/6/20 

Update and 
implement 
Housing 
Sector Plan by 
30/6/21 

Update and 
implement 
Housing Sector 
Plan by 30/6/22 

Outcome 8: sustainable 
human settlements and 
improved quality of 
household life 

NDP: Integrated Human 
settlement 

To conduct a housing 
demand analysis and 
register beneficiaries 

Register of 
beneficiaries 

New 

To register all 
beneficiaries 
with housing 
needs by 
30/6/18 

To register all 
beneficiaries 
with housing 
needs by 
30/6/19 

To register all 
beneficiaries 
with housing 
needs by 
30/6/20 

To register all 
beneficiaries 
with housing 
needs by 
30/6/21 

To register all 
beneficiaries 
with housing 
needs by 
30/6/22 

Outcome 8: sustainable 
human settlements and 
improved quality of 
household life 

NDP: Integrated Human 
settlement 

To conduct a housing 
demand analysis and 
register beneficiaries 

National Data 
Needs Register 

New 

To update a 

Data Needs for 
all 3 Wards by 
30/6/18 

To update a 
Data Needs for 
all 34 Wards by 
30/6/18 

To update a 
Data Needs for 
all 34 Wards by 
30/6/19 

To update a 
Data Needs for 
all 34 Wards 
by 30/6/20 

To update a 

Data Needs for 
all 34 Wards by 
30/6/21 

Outcome 8: sustainable 

human settlements and 
improved quality of 
household life 

NDP: Integrated Human 
settlement 

Submit housing 
applications with 
DoHS for subsidy 
allocation & housing 
development 

Number of 
applications 
submitted 

New 

Submit all 
complete & 
qualifying 
housing 
applications to 
DoHS by 
30/6/18 

Submit all 
complete & 
qualifying 
housing 
applications to 
DoHS by 
30/6/19 

Submit all 
complete & 
qualifying 
housing 
applications to 
DoHS by 
30/6/20 

Submit all 
complete & 
qualifying 
housing 
applications to 
DoHS by 
30/6/21 

Submit all 
complete & 
qualifying 
housing 
applications to 
DoHS by 
30/6/22 

Outcome 8: sustainable 
human settlements and 
improved quality of 
household life 


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10.4.6.4. Strategic Objectives, Strategies, KPI's & Targets for Housing Management. 


KPA: Human Settlements and 
Land Development 


Strategic objective: To provide sustainable human settlements and undertake spatial planning and land use management for economic growth by 2022 


Performance Area: Housing Management 


Performance Objectives 

To lease out municipal properties in order to generate revenue 

Alignment 

Development Strategies 

Baseline 

5 Year Performance Targets 

National, Provincial and 
District Alignment 

Strategies 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 -Annual 
Target 
(2020/21) 

Year 5 - Annual 
Target (2021/22) 

NDP: Integrated Human 
settlement 

Develop municipal 
housing rental 
stock to generate 

revenue 

Rental Housing 
Stock developed 

New 

Facilitate 
development of 
municipal rental 
housing stock by 
30/6/18 

Facilitate 
development of 
municipal rental 
housing stock by 
30/6/19 

Facilitate 
development of 
municipal rental 
housing stock by 
30/6/20 

Facilitate 
development of 
municipal rental 
housing stock by 
30/6/21 

Facilitate 
development of 
municipal rental 
housing stock by 
30/6/22 

Outcome 8: sustainable 
human settlements and 
improved quality of 
household life 

NDP: Integrated Human 
settlement 

Lease out of 
municipal rental 
stock to generate 

revenue 

Lease agreements 

New 

To lease out all 

available 
municipal rental 
stock by 30/6/18 

To lease out all 

available 
municipal rental 
stock by 30/6/19 

To lease out all 

available 
municipal rental 
stock by 30/6/20 

To lease out all 

available 
municipal rental 
stock by 
30/6/21 

To lease out all 

available 
municipal rental 
stock by 30/6/22 

Outcome 8: sustainable 
human settlements and 
improved quality of 
household life 

NDP: Integrated Human 
settlement 

Facilitate 

maintenance of 
housing rental 
stock 

Maintenance 
reports prepared 

New 

To maintain all 
municipal rental 
housing stock by 
30/6/18 

To maintain all 
municipal rental 
housing stock by 
30/6/19 

To maintain all 
municipal rental 
housing stock by 
30/6/20 

To maintain all 
municipal rental 
housing stock by 
30/6/21 

To maintain all 
municipal rental 
housing stock by 
30/6/22 

Outcome 8: sustainable 

human settlements and 
improved quality of 
household life 

NDP: Integrated Human 
settlement 

Lease out of 
municipal 
commercial 
properties to 
generate revenue 

Lease agreements 

New 

To lease out all 

available 
municipal 
commercial 
properties by 
30/6/18 

To lease out all 

available 
municipal 
commercial 
properties by 
30/6/19 

To lease out all 

available 
municipal 
commercial 
properties by 
30/6/20 

To lease out all 

available 
municipal 
commercial 
properties by 
30/6/21 

To lease out all 

available 
municipal 
commercial 
properties by 
30/6/22 

Outcome 8: sustainable 
human settlements and 
improved quality of 
household life 

NDP: Integrated Human 
settlement 

Facilitate 

maintenance of 
municipal 
commercial 
properties 

Maintenance 
reports prepared 

New 

To maintain all 
municipal 
commercial 
properties by 
30/6/18 

To maintain all 
municipal 
commercial 
properties by 
30/6/19 

To maintain all 
municipal 
commercial 
properties by 
30/6/20 

To maintain all 
municipal 
commercial 
properties by 
30/6/21 

To maintain all 
municipal 
commercial 
properties by 
30/6/22 

Outcome 8: sustainable 

human settlements and 
improved quality of 
household life 


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Intergrated Development Plan for 2017-2022 



10.4.7. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT. 


10.4.7.1. Strategic Objectives, Strategies, KPI's & Targets for Budget Planning and Financial Reporting. 


kpa: Municipal Financial viability and Management Strategic Objectives: To ensure institutional financial sustainability and viability by 2022 

Performance Area: Budget Planning & Reporting 


Performance 

Objectives 

To ensure clean and accountable governance 

Alignment 

Development Strategies 

Baseline 

Annual Targets 

National, Provincial 
and District Alignment 

Strategies 

KPI 

Base Year 

- Baseline 

(2016/17) 

Year 1 - Annual 

Target (2017/18) 

Year 2 - Annual 

Target (2018/19) 

Year 3 - Annual 

Target (2019/20) 

Year 4 - Annual 

Target (2020/21) 

Year 5 - Annual 

Target (2021/22) 

National Outcome 

9(Output 6): 

Administrative and 

financial capable state 

Prepare GRAP 
compliant AFS 

GRAP compliant 

AFS 

New 

Prepare Grap 
compliant AFS by 
30/6/18 

Prepare Grap 
compliant AFS by 
30/6/19 

Prepare Grap 
compliant AFS by 
30/6/20 

Prepare Grap 
compliant AFS by 
30/6/21 

Prepare Grap 
compliant AFS by 
30/6/22 

National Outcome 

9(Output 6): 

Administrative and 

financial capable state 

Prepare Section 71 
reports monthly 

Council adopted 
Section 71 report 

New 

Prepare Section 

71 reports 
monthly by 
30/6/18 

Prepare Section 71 
reports monthly by 
30/6/19 

Prepare Section 71 
reports monthly 
by 30/6/20 

Prepare Section 71 
reports monthly by 
30/6/21 

Prepare Section 71 
reports monthly by 
30/6/22 

National Outcome 

9(Output 6): 

Administrative and 

financial capable state 

Prepare Section 72 
reports quarterly 

Council adopted 
Section 72 report 

New 

Prepare Section 

72 reports by 
30/6/18 

Prepare Section 72 
reports by 30/6/19 

Prepare Section 72 
reports by 
30/6/20 

Prepare Section 72 
reports by 30/6/21 

Prepare Section 72 
reports by 30/6/22 

National Outcome 

9(Output 6): 

Administrative and 

financial capable state 

Prepare monthly 
management 

accounts 

Monthly 

management 

accounts 

submitted to 

EXCO 

New 

Prepare 3 
quarterly 
management 
accounts by 
30/6/18 

Prepare 3 quarterly 
management 
accounts by 
30/6/19 

Prepare 3 
quarterly 
management 
accounts by 
30/6/20 

Prepare 3 
quarterly 
management 
accounts by 
30/6/21 

Prepare 3 quarterly 
management 
accounts by 
30/6/22 

National Outcome 

9(Output 6): 

Administrative and 

financial capable state 

Ensure budget 
process and 

format is in 

compliance with 
budget & 
reporting 

Budget compliant 
with budgeting 
regulations 

New 

Implement 
budget controls 
monthly & 
quarterly with 
regular 

assessments by 

Implement budget 
controls monthly & 
quarterly with 
regular 

assessments by 
30/6/19 

Implement budget 
controls monthly 
& quarterly with 
regular 

assessments by 
30/6/20 

Implement budget 
controls monthly & 
quarterly with 
regular 

assessments by 
30/6/21 

Implement budget 
controls monthly & 
quarterly with 
regular 

assessments by 
30/6/22 


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regulation. 



30/6/18 





National Outcome 

9(Output 6): 

Administrative and 

financial capable state 

Link all charts of 

accounts with 

MSCOA 

All charts of 

accounts linked to 

MSCOA 

New 

All charts of 

accounts to be 

linked with 

MSCOA by 
30/6/18 

All charts of 

accounts to be 

linked with MSCOA 

by 30/6/19 

All charts of 

accounts to be 

linked with 

MSCOA by 
30/6/20 

All charts of 

accounts to be 

linked with MSCOA 

by 30/6/21 

All charts of 

accounts to be 

linked with MSCOA 

by 30/6/22 

National Outcome 

9(Output 6): 

Administrative and 

financial capable state 

Comply with 

MSCOA 

MSCOA compliant 

New 

Development of 

the 

implementation 
plan for MSCOA 
by 30/6/18 

Development of 

the 

implementation 
plan for MSCOA by 
30/6/19 

Development of 

the 

implementation 
plan for MSCOA by 
30/6/20 

Development of 

the 

implementation 
plan for MSCOA by 
30/6/21 

Development of the 
implementation 
plan for MSCOA by 
30/6/22 


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10.4.7.2. Strategic Objectives, Strategies, KPI's & Targets for Revenue Management. 


KPA: Municipal Financial Viability and Management 

Strategic Objectives: To ensure institutional financial sustainability and viability by 2022 

Performance Area: Revenue 

Performance 

Objectives 

To ensure 80% collection rate on all billable services 

Alignment 

Development Strategies 

Baseline 

Annual Targets 

National, Provincial 
and District Alignment 

Strategies 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 -Annual 
Target (2020/21) 

Year 5 - Annual 
Target 
(2021/22) 

Outcome 9(Output 6): 
Administrative and 
financial capable state 

By maintaining 
accurate billing 

Accurate billing 

12 accurate 
billing 
reports. 

12 accurate billing 
reports by 30/6/18 

12 accurate billing 
reports by 30/6/19 

12 accurate 
billing reports by 
30/6/20 

12 accurate billing 
reports by 

30/6/21 

12 accurate 
billing reports by 
30/6/22 

Outcome 9(Output 6): 

Administrative and 
financial capable state 

By implementing a 

revenue 

enhancement 

strategy 

Revenue 

Enhancement 
Strategy adopted 
by Council 

Revenue 

Enhancement 

Strategy 

Implement 

Revenue 

Enhancement 
Strategy by 
30/6/18 

Review & 
implement 
Revenue 

Enhancement 
Strategy by 
30/6/19 

Review & 
implement 
Revenue 

Enhancement 
Strategy by 
30/6/20 

Review & 
implement 
Revenue 

Enhancement 
Strategy by 
30/6/21 

Review & 
implement 
Revenue 

Enhancement 
Strategy by 
30/6/22 

Outcome 9(Output 6): 

Administrative and 
financial capable state 

By collecting 
revenue due to 
municipality 

Revenue collected 

New 

80% of billable 
revenue collected 
by 30/6/18 

80% of billable 
revenue collected 
by 30/6/19 

80% of billable 
revenue collected 
by 30/6/20 

80% of billable 
revenue collected 
by 30/6/21 

80% of billable 

revenue 

collected by 
30/6/22 

Outcome 9(Output 6): 
Administrative and 
financial capable state 

By implementing 
credit control 
policy 

Implemented 
credit control 
policy 

Credit Control 
Policy in place 

Implement Credit 
Control Policy by 
30/6/18 

Review & 
implement Credit 
Control Policy by 
30/6/19 

Review & 
implement Credit 
Control Policy by 
30/6/20 

Review & 
implement Credit 
Control Policy by 
30/6/21 

Review & 
implement 
Credit Control 
Policy by 
30/6/22 

Outcome 9(Output 6): 

Administrative and 
financial capable state 

Have sufficient 
working capital 
continuously 
available. 

Sufficient cashflow 
in line with Budget 
& SDBIP 

New 

Monitor monthly 
cashflow and 
financial 
projections by 
30/6/18 

Monitor monthly 
cashflow and 
financial 
projections by 
30/6/19 

Monitor monthly 
cashflow and 
financial 
projections by 
30/6/20 

Monitor monthly 
cashflow and 
financial 
projections by 
30/6/21 

Monitor 
monthly 
cashflow and 

financial 
projections by 
30/6/22 

Outcome 9(Output 6): 

Administrative and 
financial capable state 

Develop costing 
model and 

harmonize tariffs 
for electricity, 
refuse removal & 
traffic services 

Costing Model and 
Harmonised Tariff 

Structure 

New 

Develop & 
implement Costing 
Model & Tariffs 
Structure by 

30/6/18 

Review & 

implement Costing 
Model & Tariffs 
Structure by 

30/6/19 

Review & 
implement 

Costing Model & 
Tariffs Structure 
by 30/6/20 

Review & 
implement 

Costing Model & 
Tariffs Structure 
by 30/6/21 

Review & 
implement 

Costing Model & 
Tariffs Structure 
by 30/6/22 


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10.4.7.3. Strategic Objectives, Strategies, KPI's & Targets for Expenditure Management. 


kpa: Municipal Financial viability and Management Strategic Objectives: To ensure institutional financial sustainability and viability by 2022 

Performance Area: Expenditure Management 

Performance Objectives To ensure sound and sustainable management of municipal finances 

Alignment 

Development Strategies 

Baseline 

Annual Targets 

National, Provincial 
and District 

Alignment 

Strategies 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 - Annual 
Target 
(2020/21) 

Year 5 - Annual 
Target (2021/22) 

National Outcome 
9(Output 6): 
Administrative and 
financial capable state 

By spending 
according to votes 

100% spending 
according to 
approved 
budget and IDP 

2016/17 IDP & 
Budget 

Ensure that 
spending is within 

5% over /under of 
the approved 
budget by 30/6/18 

Ensure that 
spending is within 
5% over /under of 
the approved 
budget by 30/6/19 

Ensure that 
spending is within 
5% over /under of 
the approved 
budget by 
30/6/20 

Ensure that 
spending is 
within 5% over 
/under of the 
approved 
budget by 
30/6/21 

Ensure that 
spending is within 
5% over /under of 
the approved 
budget by 30/6/22 

National Outcome 
9(Output 6): 
Administrative and 
financial capable state 

Ensure all sources of 
funding and 
application of funds 
are in line with the 
approved budget. 

100% spending 
according to 
approved 
budget and IDP 

2016/17 IDP & 
Budget 

Ensure that 
spending is within 

5% over /under of 
the approved 
budget by 30/6/18 

Ensure that 
spending is within 
5% over /under of 
the approved 
budget by 30/6/19 

Ensure that 
spending is within 
5% over /under of 
the approved 
budget by 
30/6/20 

Ensure that 
spending is 
within 5% over 
/under of the 
approved 
budget by 
30/6/21 

Ensure that 
spending is within 
5% over /under of 
the approved 
budget by 30/6/22 

National Outcome 
9(Output 6): 
Administrative and 
financial capable state 

Implement controls 
and procedures to 
monitor and 
prevent 
unauthorized, 
irregular, fruitless & 
wasteful 
expenditure. 

Reduction of 
unauthorised, 
irregular, 
fruitless & 

wasteful 

expenditure 

New 

Investigate and 
report all irregular, 
fruitless and 
wasteful 
expenditure to 
MPAC by 30/6/18 

Investigate and 
report all 
irregular, fruitless 
and wasteful 
expenditure to 
MPAC by 30/6/19 

Investigate and 
report all 
irregular, fruitless 
and wasteful 
expenditure to 
MPAC by 30/6/20 

Investigate and 
report all 
irregular, 
fruitless and 
wasteful 
expenditure to 
MPAC by 
30/6/21 

Investigate and 
report all 
irregular, fruitless 
and wasteful 
expenditure to 
MPAC by 30/6/22 

National Outcome 
9(Output 6): 
Administrative and 
financial capable state 

Regular review of 
credit control and 
debt management 
policies & 
procedures 

Credit Control 

and Debt 
Management 
Policies & 
Procedures 

reviewed 

Credit Control & 

Debt 

Management 

Policy 

Review & 
implement Credit 
Control & Debt 
Management 
Policies by 30/6/18 

Review & 
implement Credit 
Control & Debt 
Management 
Policies by 
30/6/19 

Review & 
implement Credit 
Control & Debt 
Management 
Policies by 
30/6/20 

Review & 
implement 
Credit Control 
& Debt 
Management 
Policies by 
30/6/21 

Review & 
implement Credit 
Control & Debt 
Management 
Policies by 
30/6/22 


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Exercise control on 

Debt to revenue 
ratio, Debtor's 
payment rate. 

Debtor's collection 
rate. Debt & cost 
coverage ratio 

Expenditure 
control ratios 
monitored and 

controlled 

New 

Monitor and 
control expenditure 
by 30/6/18 

Monitor and 

control 

expenditure by 
30/6/19 

Monitor and 

control 

expenditure by 
30/6/20 

Monitor and 

control 

expenditure by 
30/6/21 

Monitor and 

control 

expenditure by 
30/6/22 


10.4.7.4. Strategic Objectives, Strategies, KPI's & Targets for Supply Chain Management. 


KPA: Municipal Financial Viability and Management 

Strategic Objectives: To ensure institutional financial sustainability and viability by 2022 

Performance Area: Supply Chain Management 


Performance 

Objectives 

Ensure efficient and effective procurement of goods and services 

Alignment 

Development Strategies 

Baseline 

Annual Targets 

National, Provincial 
and District Alignment 

Strategies 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 

Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 -Annual 
Target 
(2020/21) 

Year 5 - Annual 
Target (2021/22) 

Outcome 9(Output 6): 
Administrative and 
financial capable state 

By ensuring 
adherence to SCM 
Policy & 

Procedure Manual 

SCM Policy 

SCM Policy 

Full adherence to 
SCM Policy & 
Procedure Manual 

Full adherence to 
SCM Policy & 
Procedure Manual 

Full adherence to 
SCM Policy & 
Procedure Manual 

Full adherence 
to SCM Policy & 
Procedure 
Manual 

Full adherence to 
SCM Policy & 
Procedure Manual 

Outcome 9(Output 6): 
Administrative and 
financial capable state 

Align tender and 
order processes 
with MBD forms 
and supply chain 
regulations. 

MFMA 
compliant 
tender & order 

processes 

SCM Policy 

Regular updating of 
tender and order 
processes in line 
with Treasury 
Regulations and 

MFMA Circulars 

Regular updating 
offender and 
order processes in 
line with Treasury 
Regulations and 
MFMA Circulars 

Regular updating 
of tender and 
order processes in 
line with Treasury 
Regulations and 
MFMA Circulars 

Regular 
updating of 
tender and 
order processes 
in line with 
Treasury 
Regulations and 
MFMA Circulars 

Regular updating 
of tender and 
order processes in 
line with Treasury 
Regulations and 
MFMA Circulars 

Outcome 9(Output 6): 
Administrative and 
financial capable state 

Monitoring and 
reporting on 
contractual 

commitments and 
performance of 
service providers 

Service 
providers 
performing in 
line with service 

levels 

SCM Policy 

Monthly reporting 
on commitments 
and service levels by 
30/6/18 

Monthly reporting 
on commitments 

and service levels 
by 30/6/19 

Monthly reporting 
on commitments 

and service levels 
by 30/6/20 

Monthly 
reporting on 
commitments 

and service 
levels by 

30/6/21 

Monthly reporting 
on commitments 

and service levels 
by 30/6/22 


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Election & training 
of 3 bid 

committees 

3 Bid 

Committees 

elected & 
trained 

SCM Policy 

Elect & train 3 Bid 
Committees by 
30/6/18 

Elect & train 3 Bid 
Committees by 
30/6/19 

Elect & train 3 Bid 
Committees by 
30/6/20 

Elect & train 3 

Bid Committees 
by 30/6/21 

Elect & train 3 Bid 
Committees by 
30/6/22 

Outcome 9(Output 6): 
Administrative and 
financial capable state 

Ensure functioning 
of bid committees 

Bid committees 
meeting 
regularly 

SCM Policy 

Scheduled bid 
committee meetings 
seating regularly by 
30/6/18 

Scheduled bid 

committee 
meetings seating 
regularly by 

30/6/19 

Scheduled bid 

committee 
meetings seating 
regularly by 

30/6/20 

Scheduled bid 

committee 
meetings 
seating regularly 
by 30/6/21 

Scheduled bid 

committee 
meetings seating 
regularly by 

30/6/22 

Outcome 9(Output 6): 
Administrative and 
financial capable state 

Develop Annual 
Procurement Plan 
for all goods & 
services 

Annual 

Procurement 
Plan developed 

SCM Policy 

Develop & 
implement annual 
procurement plan by 
30/6/18 

Develop & 
implement annual 
procurement plan 
by 30/6/19 

Develop & 
implement annual 
procurement plan 
by 30/6/20 

Develop & 
implement 
annual 
procurement 
plan by 30/6/21 

Develop & 
implement annual 
procurement plan 
by 30/6/22 

Outcome 9(Output 6): 
Administrative and 
financial capable state 

Procure buffer 

stock for critical 
spare parts & 
equipment 

Annual 

Contracts for 
critical spare 
parts & 
equipment 

New 

Award annual 

contracts for critical 
spare parts & 
equipment by 

30/6/18 

Award annual 

contracts for 
critical spare parts 
& equipment by 
30/6/19 

Award annual 

contracts for 
critical spare parts 
& equipment by 
30/6/20 

Award annual 
contracts for 
critical spare 
parts & 
equipment by 
30/6/21 

Award annual 

contracts for 
critical spare parts 
& equipment by 
30/6/22 


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10.4.7.5. Strategic Objectives, Strategies, KPI's & Targets for Compliance & Controls. 


KPA: Municipal Financial Viability and Management Strategic Objectives: To ensure institutional financial sustainability and viability by 2022 

Performance Area: Legislative Compliance & Internal Controls 

Performance 

Objectives 

Ensure compliance with prescribed accounting standards 

Alignment 

Development Strategies 

Baseline 

Annual Targets 

National, 

Provincial and 

District 

Alignment 

Strategies 

KPI 

Base Year 

- Baseline 
(2016/17) 

Year 1 - Annual 

Target (2017/18) 

Year 2 - Annual 

Target (2018/19) 

Year 3 - Annual 

Target (2019/20) 

Year 4 -Annual 

Target (2020/21) 

Year 5 - Annual 

Target (2021/22) 

Outcome 

9(Output 6): 
Administrative 

and financial 
capable state 

Comply with 
all gazetted 
accounting 
standards 

Compliance with 
gazetted 
accounting 
standards 

New 

Implement 
accounting 
standards 
promulgated by 
Accounting 

Standards Body and 
approved by the 
Accountant-General 
by 30/6/18 

Implement 
accounting 
standards 
promulgated by 
Accounting 

Standards Body and 
approved by the 
Accountant-General 
by 30/6/19 

Implement 
accounting standards 
promulgated by 
Accounting 

Standards Body and 
approved by the 
Accountant-General 
by 30/6/20 

Implement 
accounting 
standards 
promulgated by 
Accounting 

Standards Body and 
approved by the 
Accountant-General 
by 30/6/21 

Implement 
accounting standards 
promulgated by 
Accounting Standards 
Body and approved 
by the Accountant- 
General by 30/6/22 

Outcome 

9(Output 6): 
Administrative 

and financial 
capable state 

Comply with 
MSCOA 

MSCOA compliant 

New 

Development of the 
implementation plan 
for MSCOA by 
30/6/18 

Development of the 
implementation plan 
for MSCOA by 
30/6/19 

Development of the 
implementation plan 
for MSCOA by 
30/6/20 

Development of the 
implementation plan 
for MSCOA by 
30/6/21 

Development of the 
implementation plan 
for MSCOA by 
30/6/22 

Outcome 

9(Output 6): 
Administrative 
and financial 
capable state 

Link all charts 

of accounts 
with MSCOA 

All charts of 

accounts linked to 

MSCOA 

New 

All charts of 
accounts to be 

linked with MSCOA 
by 30/6/18 

All charts of 
accounts to be linked 
with MSCOA by 
30/6/19 

All charts of accounts 

to be linked with 
MSCOA by 30/6/20 

All charts of 
accounts to be 

linked with MSCOA 
by 30/6/21 

All charts of accounts 

to be linked with 
MSCOA by 30/6/22 

Outcome 

9(Output 6): 
Administrative 
and financial 
capable state 

By aligning all 
policies to 
legislation 
and 

Implementing 

internal 

controls 
according to 
MFMA. 

Aligned policies 
and documented 
internal controls 

New 

Align all policies, 
processes, 
procedures & 
controls to MFMA by 
30/6/18 

Align all policies, 
processes, 
procedures & 
controls to MFMA by 
30/6/19 

Align all policies, 
processes, 
procedures & 
controls to MFMA by 
30/6/20 

Align all policies, 
processes, 
procedures & 
controls to MFMA by 
30/6/21 

Align all policies, 
processes, 
procedures & 
controls to MFMA by 
30/6/22 


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10.4.7.6. Strategic Objectives, Strategies, KPI's & Targets for Audit Improvement. 


KPA: Municipal Financial Viability and Management 

Strategic Objectives: To ensure institutional financial sustainability and viability by 2022 

Performance Area: Audit Outcomes Improvement 

Performance Objectives 

To obtain a clean audit opinion 

Alignment 

Development Strategies 

Baseline 

Annual Targets 

National, Provincial 
and District Alignment 

Strategies 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 

Target 

(2018/19) 

Year 3 - Annual 

Target 

(2019/20) 

Year 4 - Annual 
Target (2020/21) 

Year 5 - Annual 

Target (2021/22) 

Outcome 9(Output 6): 
Administrative and 
financial capable state 

By monitoring 
internal controls, 
quarterly 
management 
accounts and ensure 
proper oversight 

Unqualified 
audit report 

received by 

2016 

New 

Unqualified Audit 
Opinion by 30 

June 2018 

Unqualified 

Audit Opinion 
by 30 June 2019 

Unqualified 

Audit Opinion 
by 30 June 2020 

Unqualified Audit 
Opinion by 30 

June 2021 

Unqualified Audit 
Opinion by 30 June 
2022 

Outcome 9(Output 6): 
Administrative and 
financial capable state 

By monitoring 
implementation of 
audit action plan 

Completed and 
implemented 
audit action 
plan 

New 

To clear 2017/18 
audit findings by 

AG by 30 June 

2018 

To clear 

2018/19 audit 
findings by AG 
by 30 June 2019 

To clear 

2019/20 audit 
findings by AG 
by 30 June 2020 

To clear 2020/21 
audit findings by 

AG by 30 June 

2021 

To clear 2021/22 
audit findings by AG 
by 30 June 2022 

Outcome 9(Output 6): 
Administrative and 
financial capable state 

By monitoring 
implementation of 
risk register 

Annual risk 
identification 

process 

New 

Identify and 
prioritise key 
strategic risks by 
30/6/18 

Identify and 
prioritise key 
strategic risks by 
30/6/19 

Identify and 
prioritise key 
strategic risks by 
30/6/20 

Identify and 
prioritise key 
strategic risks by 
30/6/21 

Identify and prioritise 
key strategic risks by 
30/6/22 

Outcome 9(Output 6): 
Administrative and 
financial capable state 

Prepare a risk 
register and apply 
risk control 

measures 

Risk Register 

New 

Identify project 
based risks and 
mitigate them by 
30/6/18 

Identify project 
based risks and 
mitigate them 
by 30/6/19 

Identify project 
based risks and 
mitigate them 
by 30/6/20 

Identify project 
based risks and 
mitigate them by 
30/6/21 

Identify project 
based risks and 
mitigate them by 
30/6/22 

Outcome 9(Output 6): 
Administrative and 
financial capable state 

Implement controls 
and procedures to 
monitor and prevent 
unauthorized, 
irregular, fruitless & 
wasteful 
expenditure. 

Reduction of 

unauthorised, 

irregular, 

fruitless & 

wasteful 

expenditure 

New 

Investigate and 
report all 
irregular, fruitless 
and wasteful 
expenditure to 
MPAC by 30/6/18 

Investigate and 
report all 
irregular, 
fruitless and 

wasteful 
expenditure to 
MPAC by 

30/6/19 

Investigate and 
report all 
irregular, 
fruitless and 

wasteful 
expenditure to 
MPAC by 

30/6/20 

Investigate and 
report all 
irregular, fruitless 
and wasteful 
expenditure to 
MPAC by 30/6/21 

Investigate and 
report all irregular, 
fruitless and wasteful 
expenditure to MPAC 
by 30/6/22 


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Outcome 9(Output 6): 
Administrative and 
financial capable state 

Implement policies, 
controls, processes 
& procedures to 
regulate fair, just 
and transparent 
transactions. 

Effective 

internal control 
procedures 

New 

Review and 
implement 
policies, controls, 
processes & 
procedures by 
30/6/18 

Review and 

implement 

policies, 

controls, 

processes & 

procedures by 

30/6/19 

Review and 

implement 

policies, 

controls, 

processes & 

procedures by 

30/6/20 

Review and 
implement 
policies, controls, 
processes & 
procedures by 
30/6/21 

Review and 
implement policies, 
controls, processes & 
procedures by 

30/6/22 


10.4.8. STRATEGIC OBJECTIVES, STRATEGIES, KPI'S & TARGETS FOR INTEGRATED PLANNING AND ECONOMIC DEVELOPMENT. 


10.4.8.1. Strategic Objectives, Strategies, KPI's & Targets for Local Economic Development. 


KPA: Local Economic 
Development 

Strategic objective: To facilitate sustainable and inclusive economic growth and development through sustainable economic opportunity enhancement and 
rural development by 2022 

Performance Area: Local Economic Development 

Performance Objectives 

Facilitate local economic development & job creation 

Alignment 

Development Strategies 

Baseline 

5 Year Performance Targets 

National, Provincial and District 
Alignment 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 

Target 

(2018/19) 

Year 3 - Annual 

Target 

(2019/20) 

Year 4 - Annual 
Target (2020/21) 

Year 5 - Annual 
Target (2021/22) 

LGE Manifesto: Develop and 
strengthen local economies, 
create jobs and promote job 
placements, especially for the 
youth. 

Outcome 4: Decent 
employment through inclusive 
economic growth 

Develop an LED 
Strategy & 
Implementation 
Plan 

Council adopted 
LED Strategy & 
Implementation 
Plan 

New 

Develop & 
implement LED 
Strategy by 
30/6/18 

Review & 
implement LED 
Strategy by 
30/6/19 

Review & 
implement LED 
Strategy by 
30/6/20 

Review & 
implement LED 
Strategy by 
30/6/21 

Review & 
implement LED 
Strategy by 
30/6/22 

LGE Manifesto: Develop and 
strengthen local economies, 
create jobs and promote job 
placements, especially for the 
youth. 

Outcome 4: Decent 
employment through inclusive 
economic growth 

Implement LED 
proposals in the 
SDF 

LED proposals in 
the SDF 
implemented 

New 

All LED proposals 
in the SDF 
implemented by 
30/6/18 

All LED 

proposals in the 
SDF 

implemented by 
30/6/19 

All LED 

proposals in the 
SDF 

implemented by 
30/6/20 

All LED proposals 
in the SDF 
implemented by 
30/6/21 

All LED proposals in 
the SDF 

implemented by 
30/6/22 


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LGE Manifesto: Develop and 
strengthen local economies, 
create jobs and promote job 
placements, especially for the 
youth. 

Promote EMLM 

as an investment 
destination by 
developing an 
investor guide 

Investor Guide 
developed 

New 

Develop Investor 
Guide by 30/6/18 

Update Investor 
Guide by 
30/6/19 

Update Investor 
Guide by 
30/6/20 

Update Investor 
Guide by 30/6/21 

Update Investor 
Guide by 30/6/22 

Outcome 4: Decent 
employment through inclusive 
economic growth 

LGE Manifesto: Develop and 
strengthen local economies, 
create jobs and promote job 
placements, especially for the 
youth. 

Promote EMLM 

as an investment 
destination by 
establishing a 
Panel of 

Economic 

Advisors to 
Council 

Panel of 

Economic 

Advisors 

established 

New 

Establish & 
coordinate work 

of the Panel of 

Economic 
Advisors by 
30/6/18 

Establish & 
coordinate work 

of the Panel of 

Economic 
Advisors by 
30/6/19 

Establish & 
coordinate work 

of the Panel of 

Economic 
Advisors by 
30/6/20 

Establish & 
coordinate work 

of the Panel of 

Economic 
Advisors by 
30/6/21 

Establish & 
coordinate work of 

the Panel of 

Economic Advisors 
by 30/6/22 

Outcome 4: Decent 
employment through inclusive 
economic growth 

LGE Manifesto: Develop and 
strengthen local economies, 
create jobs and promote job 
placements, especially for the 
youth. 

Identify & 
facilitate 

investment in 

economic 

development 

corridors 

Economic 

development 

corridors 

identified and 

included on the 

SDF 

New 

Identify & 
facilitate 

investments in 

economic 
development 
corridors by 
30/6/18 

Identify & 
facilitate 

investments in 

economic 
development 
corridors by 
30/6/19 

Identify & 
facilitate 

investments in 

economic 
development 
corridors by 
30/6/20 

Identify & 
facilitate 

investments in 

economic 
development 
corridors by 
30/6/21 

Identify & facilitate 
investments in 

economic 
development 
corridors by 
30/6/22 

Outcome 4: Decent 
employment through inclusive 
economic growth 

LGE Manifesto: Develop and 
strengthen local economies, 
create jobs and promote job 
placements, especially for the 
youth. 

Facilitate 

establishment of 
job intensive 
industries 

Number of 
industries 

established 

New 

Identify & 
package 4 
industrial 
development 
opportunities by 
30/6/18 

Identify & 
package 4 
industrial 
development 
opportunities by 
30/6/19 

Identify & 
package 4 
industrial 
development 
opportunities by 
30/6/20 

Identify & 
package 4 
industrial 
development 
opportunities by 
30/6/21 

Identify & package 

4 industrial 
development 
opportunities by 
30/6/22 

Outcome 4: Decent 
employment through inclusive 
economic growth 

LGE Manifesto: Develop and 
strengthen local economies, 
create jobs and promote job 
placements, especially for the 
youth. 

Facilitate 

agricultural 

development 

Number of 
agricultural 
enterprises 
developed 

New 

Identify & 
package 4 
agricultural 
development 
opportunities by 
30/6/18 

Identify & 
package 4 
agricultural 
development 
opportunities by 
30/6/19 

Identify & 
package 4 
agricultural 
development 
opportunities by 
30/6/20 

Identify & 
package 4 
agricultural 
development 
opportunities by 
30/6/21 

Identify & package 

4 agricultural 
development 
opportunities by 
30/6/22 

Outcome 4: Decent 
employment through inclusive 
economic growth 

LGE Manifesto: Develop and 
strengthen local economies, 
create jobs and promote job 

Utilize MIG 

Portion to invest 

in LED 

Number of 
projects 

completed using 

New 

Package & 
implement LED 
projects through 

Package & 
implement LED 
projects through 

Package & 
implement LED 
projects through 

Package & 
implement LED 
projects through 

Package & 
implement LED 
projects through 


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placements, especially for the 
youth. 

infrastructure 

MIG 


MIG by 30/6/18 

MIG by 30/6/19 

MIG by 30/6/20 

MIG by 30/6/21 

MIG by 30/6/22 

Outcome 4: Decent 
employment through inclusive 
economic growth 

LGE Manifesto: Develop and 
strengthen local economies, 
create jobs and promote job 
placements, especially for the 
youth. 

Develop human 
capital for LED 

LED Unit with 
requisite human 
capital 

New 

Identify & 
facilitate filling of 
vacant posts by 
30/6/18 

Identify & 
facilitate filling 
of vacant posts 
by 30/6/19 

Identify & 
facilitate filling 
of vacant posts 
by 30/6/20 

Identify & 
facilitate filling of 
vacant posts by 
30/6/21 

Identify & facilitate 
filling of vacant 
posts by 30/6/22 

Outcome 4: Decent 
employment through inclusive 
economic growth 

LGE Manifesto: Develop and 
strengthen local economies, 
create jobs and promote job 
placements, especially for the 
youth. 

Develop LED 
Processes & 

Procedures 

LED Processes 
and procedures 
developed 

New 

Develop & 
implement LED 
Processes & 
Procures by 
30/6/18 

Review & 
implement LED 
Processes & 
Procures by 
30/6/19 

Review & 
implement LED 
Processes & 
Procures by 
30/6/20 

Review & 
implement LED 
Processes & 
Procures by 
30/6/21 

Review & 
implement LED 
Processes & 
Procures by 
30/6/22 

Outcome 4: Decent 
employment through inclusive 
economic growth 

LGE Manifesto: Develop and 
strengthen local economies, 
create jobs and promote job 
placements, especially for the 
youth. 

Establish an LED 

Forum 

LED Forum 

established 

New 

Establish & 

coordinate work 

of the LED Forum 
by 30/6/18 

Coordinate work 

of the LED 
Forum by 
30/6/19 

Coordinate work 

of the LED 
Forum by 
30/6/20 

Coordinate work 

of the LED Forum 
by 30/6/21 

Coordinate work of 
the LED Forum by 
30/6/22 

LGE Manifesto: Develop and 
strengthen local economies, 
create jobs and promote job 
placements, especially for the 
youth. 

Identify & apply 
for LED Grant 
Funding 

Grant Funding 
applications 
developed & 
submitted 

New 

Identify & apply 
for LED Grant 
Funding by 
30/6/18 

Identify & apply 
for LED Grant 
Funding by 
30/6/19 

Identify & apply 
for LED Grant 
Funding by 
30/6/20 

Identify & apply 
for LED Grant 
Funding by 
30/6/21 

Identify & apply for 
LED Grant Funding 
by 30/6/22 

Outcome 4: Decent 
employment through inclusive 
economic growth 


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10.4.8.2. Strategic Objectives, Strategies, KPI's & Targets for Industrial Development. 


KPA: Local Economic 
Development 

Strategic objective: To facilitate sustainable and inclusive economic growth and development through sustainable economic opportunity enhancement and 
rural development by 2022 

Performance Area: Industrial Development 

Performance Objectives 

To facilitate industrial development 

Alignment 

Development Strategies 

Baseline 

5 Year Performance Targets 

National, Provincial and District 
Alignment 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 

Target 

(2018/19) 

Year 3 - Annual 

Target 

(2019/20) 

Year 4 - Annual 
Target (2020/21) 

Year 5 - Annual 
Target (2021/22) 

LGE Manifesto: Develop and 
strengthen local economies, 
create jobs and promote job 
placements, especially for the 
youth. 

Develop an 
Industrial 
Development 
Strategy & 
Implementation 
Plan 

Council adopted 
Industrial 
Development 
Strategy & 
Implementation 
Plan 

New 

Develop & 
implement 
Industrial 
Development 
Strategy by 
30/6/18 

Review & 
implement 
Industrial 
Development 
Strategy by 
30/6/19 

Review & 
implement 
Industrial 
Development 
Strategy by 
30/6/20 

Review & 
implement 
Industrial 
Development 
Strategy by 
30/6/21 

Review & 
implement 
Industrial 
Development 
Strategy by 
30/6/22 

Outcome 4: Decent 
employment through inclusive 
economic growth 

LGE Manifesto: Develop and 
strengthen local economies, 
create jobs and promote job 
placements, especially for the 
youth. 

Identify & 
document 

industrial 

inventory 

Inventory of 
Industrial Assets 

New 

Develop 
inventory of 
industrial assets 

and 

infrastructure by 
30/6/18 

Update 
inventory of 
industrial assets 

and 

infrastructure by 
30/6/19 

Update 
inventory of 
industrial assets 

and 

infrastructure by 
30/6/20 

Update inventory 
of industrial 

assets and 
infrastructure by 
30/6/21 

Update inventory 
of industrial assets 

and infrastructure 
by 30/6/22 

Outcome 4: Decent 
employment through inclusive 
economic growth 

LGE Manifesto: Develop and 
strengthen local economies, 
create jobs and promote job 
placements, especially for the 
youth. 

Facilitate 

establishment of 
job intensive 
industries 

Number of 
industries 

established 

New 

Identify & 
package 4 
industrial 
development 
opportunities by 
30/6/18 

Identify & 
package 4 
industrial 
development 
opportunities by 
30/6/19 

Identify & 
package 4 
industrial 
development 
opportunities by 
30/6/20 

Identify & 
package 4 
industrial 
development 
opportunities by 
30/6/21 

Identify & package 

4 industrial 
development 
opportunities by 
30/6/22 

Outcome 4: Decent 
employment through inclusive 
economic growth 

LGE Manifesto: Develop and 
strengthen local economies, 
create jobs and promote job 
placements, especially for the 
youth. 

Identify & apply 
for Industrial 
Development 
Grant Funding 

Grant Funding 
applications 
developed & 
submitted 

New 

Identify & apply 
for Industrial 
Development 
Grant Funding by 
30/6/18 

Identify & apply 
for Industrial 
Development 
Grant Funding 
by 30/6/19 

Identify & apply 
for Industrial 
Development 
Grant Funding 
by 30/6/20 

Identify & apply 
for Industrial 
Development 
Grant Funding by 
30/6/21 

Identify & apply for 
Industrial 
Development 
Grant Funding by 
30/6/22 

Outcome 4: Decent 
employment through inclusive 
economic growth 


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10.4.8.3. Strategic Objectives, Strategies, KPI's & Targets for SMME & Cooperative Development and Support. 


KPA: Local Economic 
Development 

Strategic objective: To facilitate sustainable and inclusive economic growth and development through sustainable economic opportunity enhancement and rural 
development by 2022 

Performance Area: Small Business & Cooperatives Development 

Performance Objectives 

To facilitate enterprise development 

Alignment 

Development Strategies 

Baseline 

5 Year Performance Targets 

National, Provincial and 
District Alignment 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 -Annual 
Target (2020/21) 

Year 5 - Annual 
Target (2021/22) 

LGE Manifesto: Encouraging 
the growth of SMMEs and 
cooperatives through 
centralised government 
procurement 

Develop a 5 Year 
SMME 

Development 
Sector Plan 

Council adopted 
SMME Sector 

Plan 

New 

Develop & 
implement SMME 
Development 
Sector Plan by 
30/6/18 

Review & 
implement SMME 
Development 
Sector Plan by 
30/6/19 

Review & 
implement SMME 
Development 
Sector Plan by 
30/6/20 

Review & 
implement SMME 
Development 
Sector Plan by 
30/6/21 

Review & 
implement SMME 
Development 
Sector Plan by 
30/6/22 

LGE Manifesto: Encouraging 
the growth of SMMEs and 
cooperatives through 
centralised government 
procurement 

Develop SMME 
Infrastructure 
using MIG 
Funding 

Certificates of 
completion for 
SMME 

Infrastructure 

New 

Package & 
implement SMME 
Infrastructure 
Projects through 
MIG by 30/6/18 

Package & 
implement SMME 
Infrastructure 
Projects through 
MIG by 30/6/19 

Package & 
implement SMME 
Infrastructure 
Projects through 
MIG by 30/6/20 

Package & 
implement SMME 
Infrastructure 
Projects through 
MIG by 30/6/21 

Package & 
implement SMME 
Infrastructure 
Projects through 
MIG by 30/6/22 

LGE Manifesto: Encouraging 
the growth of SMMEs and 
cooperatives through 
centralised government 
procurement 

Identify & 
partner partners 
critical to SMME 
development 

Moll's signed 

New 

Identify & enter 
into partnerships 
with SMME 
Development 
Partners by 
30/6/18 

Identify & enter 
into partnerships 
with SMME 
Development 
Partners by 
30/6/19 

Identify & enter 
into partnerships 
with SMME 
Development 
Partners by 
30/6/20 

Identify & enter 
into partnerships 
with SMME 
Development 
Partners by 
30/6/21 

Identify & enter 
into partnerships 
with SMME 
Development 
Partners by 
30/6/22 

LGE Manifesto: Encouraging 
the growth of SMMEs and 
cooperatives through 
centralised government 
procurement 

Identify and 
partner with 
organisations 
providing 
training and 
development to 
SMME's 

Training 

opportunities 

identified 

New 

Facilitate training 
to SMME's by 
30/6/18 

Facilitate training 
to SMME's by 
30/6/19 

Facilitate training 
to SMME's by 
30/6/20 

Facilitate training 
to SMME's by 
30/6/21 

Facilitate training 
to SMME's by 
30/6/22 

LGE Manifesto: Encouraging 
the growth of SMMEs and 
cooperatives through 
centralised government 
procurement 

Identify 

procurement 

opportunities for 

SMME's from 

specific 

municipal 

projects 

Number of 

SMME's 
benefited from 
procurement 
opportunities 

New 

30% of municipal 
projects to be 
procured from 
local SMME's by 
30/6/18 

30% of municipal 
projects to be 
procured from 
local SMME's by 
30/6/19 

30% of municipal 
projects to be 
procured from 
local SMME's by 
30/6/20 

30% of municipal 
projects to be 
procured from 
local SMME's by 
30/6/21 

30% of municipal 
projects to be 
procured from 
local SMME's by 
30/6/22 


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10.4.8.4. Strategic Objectives, Strategies, KPI's & Targets for Tourism & Heritage Development and Support. 


KPA: Local Economic 
Development 

Strategic objective: To facilitate sustainable and inclusive economic growth and development through sustainable economic opportunity enhancement and rural 
development by 2022 

Performance Area: Tourism & Heritage Development 

Performance Objectives 

To facilitate tourism and heritage development 

Alignment 

Development Strategies 

Baseline 

5 Year Performance Targets 

National, Provincial and 
District Alignment 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 
Target (2017/18) 

Year 2 - Annual 
Target (2018/19) 

Year 3 - Annual 
Target (2019/20) 

Year 4 -Annual 
Target (2020/21) 

Year 5 - Annual 
Target (2021/22) 

LGE Manifesto: Encouraging 
the growth of SMMEs and 
cooperatives through 
centralised government 
procurement 

Develop a 5 Year 
Tourism & 
Heritage 
Development 
Sector Plan 

Council adopted 
Tourism & 
Heritage Sector 
Plan 

New 

Develop & 
implement 
Tourism & 
Heritage 
Development 
Sector Plan by 
30/6/18 

Review & 
implement 
Tourism & 
Heritage 
Development 
Sector Plan by 
30/6/19 

Review & 
implement 
Tourism & 
Heritage 
Development 
Sector Plan by 
30/6/20 

Review & 
implement 
Tourism & 
Heritage 
Development 
Sector Plan by 
30/6/21 

Review & 
implement 
Tourism & 
Heritage 
Development 
Sector Plan by 
30/6/22 

LGE Manifesto: Encouraging 
the growth of SMMEs and 
cooperatives through 
centralised government 
procurement 

Identify & 
partner partners 
critical to 

Tourism & 
Heritage 
development 

Moll's signed 

New 

Identify & enter 
into partnerships 
with Tourism & 
Heritage 
Development 
Partners by 
30/6/18 

Identify & enter 
into partnerships 
with Tourism & 
Heritage 
Development 
Partners by 
30/6/19 

Identify & enter 
into partnerships 
with Tourism & 
Heritage 
Development 
Partners by 
30/6/20 

Identify & enter 
into partnerships 
with Tourism & 
Heritage 
Development 
Partners by 
30/6/21 

Identify & enter 
into partnerships 
with Tourism & 
Heritage 
Development 
Partners by 
30/6/22 

LGE Manifesto: Encouraging 
the growth of SMMEs and 
cooperatives through 
centralised government 
procurement 

Identify and 
partner with 
organisations 
providing 
training and 
development to 
Tourism & 
Heritage's 

Training 

opportunities 

identified 

New 

Facilitate training 
to Tourism & 
Heritage's by 
30/6/18 

Facilitate training 
to Tourism & 
Heritage's by 
30/6/19 

Facilitate training 
to Tourism & 
Heritage's by 
30/6/20 

Facilitate training 
to Tourism & 
Heritage's by 
30/6/21 

Facilitate training 
to Tourism & 
Heritage's by 
30/6/22 


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10.4.8.5. Strategic Objectives, Strategies, KPI's & Targets for Agriculture and Rural Development. 


KPA: Local Economic 

Development 

Strategic objective: To facilitate sustainable and inclusive economic growth and development through sustainable economic opportunity enhancement and rural 
development by 2022 

Performance Area: Agriculture and Rural Development 

Performance Objectives 

To facilitate agriculture and rural development 

Alignment 

Development Strategies 

Baseline 

5 Year Performance Targets 

National, Provincial and 
District Alignment 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 

Target (2017/18) 

Year 2 - Annual 

Target (2018/19) 

Year 3 - Annual 

Target (2019/20) 

Year 4 -Annual 

Target (2020/21) 

Year 5 - Annual 

Target (2021/22) 

LGE Manifesto: Encouraging 
the growth of SMMEs and 
cooperatives through 
centralised government 
procurement 

Develop a 5 Year 
Agriculture & 

Rural 

Development 

Sector Plan 

Council adopted 
Agriculture & 

Rural 

Development 

Sector Plan 

New 

Develop & 
implement 
Agriculture & 

Rural 

Development 
Sector Plan by 
30/6/18 

Review & 

implement 
Agriculture & 

Rural 

Development 
Sector Plan by 
30/6/19 

Review & 

implement 
Agriculture & 

Rural 

Development 
Sector Plan by 
30/6/20 

Review & 

implement 
Agriculture & 

Rural 

Development 
Sector Plan by 
30/6/21 

Review & 

implement 
Agriculture & 

Rural 

Development 
Sector Plan by 
30/6/22 

LGE Manifesto: Encouraging 
the growth of SMMEs and 
cooperatives through 
centralised government 
procurement 

Implement rural 
development 
priorities 

identified 

through public 
participation 

Rural 

development 

priorities 

implemented 

New 

Implement rural 
development 
priorities within 
powers & 
functions by 
30/6/18 

Implement rural 
development 
priorities within 
powers & 
functions by 
30/6/19 

Implement rural 
development 
priorities within 
powers & 
functions by 
30/6/20 

Implement rural 
development 
priorities within 
powers & 
functions by 
30/6/21 

Implement rural 
development 
priorities within 
powers & 
functions by 
30/6/22 

LGE Manifesto: Encouraging 
the growth of SMMEs and 
cooperatives through 
centralised government 
procurement 

Liaise with & 

engage sector 
departments on 
implementation 

of rural 

development 

projects 

Reports from 

sector 

departments 

New 

Support sector 
departments to 
implement rural 
development 
projects by 
30/6/18 

Support sector 
departments to 
implement rural 
development 
projects by 
30/6/19 

Support sector 
departments to 
implement rural 
development 
projects by 
30/6/20 

Support sector 
departments to 
implement rural 
development 
projects by 
30/6/21 

Support sector 
departments to 
implement rural 
development 
projects by 
30/6/22 


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10.4.8.6. Strategic Objectives, Strategies, KPI's & Targets for Integrated Development Planning. 


KPA: Local Economic 
Development 

Strategic objective: To facilitate sustainable and inclusive economic growth and development through sustainable economic opportunity enhancement and rural 
development by 2022 

Performance Area: Integrated Development Planning 

Performance Objectives | To develop and review the Integrated Development Plan 

Alignment 

Development Strategies 

Baseline 

5 Year Performance Targets 

National, Provincial and 
District Alignment 

Strategy 

KPI 

Base Year - 

Baseline 

(2016/17) 

Year 1 - Annual 

Target 

(2017/18) 

Year 2 - Annual 

Target 

(2018/19) 

Year 3 - Annual 

Target 

(2019/20) 

Year 4 - Annual 
Target 
(2020/21) 

Year 5 - Annual 
Target 
(2021/22) 

Outcome 9 (OUTPUT 1): 
Implement a 
differentiated approach 
to municipal financing, 
planning and support 

Develop a 5 Credible 
IDP 

Council adopted 

IDP 

2016/17 IDP 

Implement 5 
Year IDP by 
30/6/18 

Review & 
implement IDP 
by 30/6/19 

Review & 
implement IDP 
by 30/6/20 

Review & 
implement IDP 
by 30/6/21 

Review & 
implement IDP 
by 30/6/22 

Outcome 9 (OUTPUT 1): 
Implement a 
differentiated approach 
to municipal financing, 
planning and support 

Facilitate the 
development of IDP 
Sector Plans and 

Policies 

Council adopted 
Sector Plans & 

Policies 

New 

Develop and 
implement IDP 
Sector Plans & 
Policies by 
30/6/18 

Review and 
implement IDP 
Sector Plans & 
Policies by 
30/6/19 

Review and 
implement IDP 
Sector Plans & 
Policies by 
30/6/20 

Review and 
implement IDP 
Sector Plans & 
Policies by 
30/6/21 

Review and 
implement IDP 
Sector Plans & 
Policies by 
30/6/22 

Outcome 9 (OUTPUT 1): 
Implement a 
differentiated approach 
to municipal financing, 
planning and support 

Facilitate identification 
of service delivery 
priorities to include on 
the IDP 

Service delivery 
priorities 
identified 

2017/18 
Process Plan 

Prioritise & 
implement 
service delivery 
priorities by 
30/6/18 

Prioritise & 
implement 
service delivery 
priorities by 
30/6/19 

Prioritise & 
implement 
service delivery 
priorities by 
30/6/20 

Prioritise & 
implement 
service delivery 
priorities by 
30/6/21 

Prioritise & 
implement 
service delivery 
priorities by 
30/6/22 

Outcome 9 (OUTPUT 1): 
Implement a 
differentiated approach 
to municipal financing, 
planning and support 

Ensure that 
directorates are 
implanting projects as 
set out in the IDP 

IDP projects 
implemented 

New 

Ensure that only 
projects 
prioritised & 
funded on the 

IDP are 

implemented by 
30/6/18 

Ensure that only 
projects 
prioritised & 
funded on the 

IDP are 

implemented by 
30/6/19 

Ensure that only 
projects 
prioritised & 
funded on the 

IDP are 

implemented by 
30/6/20 

Ensure that only 
projects 
prioritised & 
funded on the 

IDP are 

implemented by 
30/6/21 

Ensure that only 
projects 
prioritised & 
funded on the 

IDP are 

implemented by 
30/6/22 

Outcome 9 (OUTPUT 1): 
Implement a 
differentiated approach 
to municipal financing, 
planning and support 

Coordinate various 
meetings with the 
community, sector 
departments and 
private sector on the 
development, 
implementation and 
performance of the 

IDP 

Agendas & 
minutes of 
meetings 

New 

Coordinate & 

attend 
scheduled 
meetings by 
30/6/18 

Coordinate & 

attend 
scheduled 
meetings by 
30/6/19 

Coordinate & 

attend 
scheduled 
meetings by 
30/6/20 

Coordinate & 

attend 
scheduled 
meetings by 
30/6/21 

Coordinate & 

attend 
scheduled 
meetings by 
30/6/22 


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11. CHAPTER 4: PROJECTS. 


In support of its strategic agenda, the municipality together with its sector departments will implement several projects which have been 
summarised in the following paragraphs: - 

11.1. PROJECTS TO BE IMPLEMENTED BY ENOCH MGIJIMA LOCAL MUNICIPALITY. 


Summarised as follows: - 

11.1.1. INFRASTRUCTURE PROJECTS. 


The following projects will be implemented by the Project Management Unit: - 


PROJECT MANAGEMENT UNIT FOR 2017/2018 

KFA 1: PROJECT MANAGEMENT UNIT 

FUNCTION 

PROJECT NAME 

PROJECT 

NUMBER 

WARD 

KPI 

TARGETS 

PROJECT 

ESTIMATE 

ESTIMATED 
BUDGET 2017/2018 

ESTIMATED 
BUDGET 2018/2019 

FUNDING 

SOURCE 

PMU 

Construction of pedestrian 
and stream/river crossing 

INFRA0001 

3,6,12,13, 

22 & 26 

Pedestrian 

stream 

constructed 

1 

pedestrian 

stream 

R15 000 000,00 

R 5 000 000,00 

R 5 000 000,00 

MIG 

PMU 

Qwabi Bridge over 

Kuzitungu river Phase 2 

INFRA0002 

20 

Qwabi Bridge 
constructed 

1 bridge 

R20 000 000,00 

R 2 500 000,00 

R 8 750 000,00 

MIG 

PMU 

EMLM upgrade, 
rehabilitation, repairs and 
maintenance of gravel 
roads 

INFRA0003 

All wards 

Gravel roads 

rehabilitated & 
maintained 

? 

R85 000 000,00 

R 10 000 000,00 

R 10 000 000,00 

MIG 

PMU 

Surfacing of Gravel Roads 
in Ezibeleni, 

Mlungisi,lllinge, 

Ekuphumleni/Sada 

INFRA0004 

? 

Gravel roads 
resurfaced 

? 

R75 000 000,00 

R 5 000 000,00 

R 5 000 000,00 

MIG 

PMU 

EMLM Community 

Lighting: Phase 3 

INFRA0005 

? 

Community 
lights installed 

All planned 
community 
lights 

R10 566 667,00 

R 566 667,00 


MIG 

PMU 

EMLM Community 

Lighting: Phase 4 

INFRA0006 

? 

Community 
lights installed 

All planned 
community 

R22 800 000,00 

R 7 600 000,00 

R 7 600 000,00 

MIG 


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lights 





PMU 

Completion of the Inter- 
Modal Transport Facility - 
Queenstown 

INFRA0007 

10 

Intermodal 
transport facility 
completed 

All 

outstanding 

works 

R57 000 000,00 

R 12 000 000,00 

R 

- 

MIG 

PMU 

Community Hall 

INFRA0008 

26 

Community hall 
completed 

1 

community 

hall 

R33 000 000,00 

R 16 235 000,00 

R 16 235 000,00 

MIG 

PMU 

Construction of Hinge 
Cemetery 

INFRA0009 

2 and 4 

Cemetery 

constructed 

1 cemetery 

R10 053 984,00 

R 

1 500 000,00 

R 

- 

MIG 

PMU 

Construction of Whittlesea 
Cemetery 

INFRA0010 

24, 25, 
and 26 

Cemetery 

constructed 

1 cemetery 

R1 318 989,47 

R 

- 

R 

1 318 989,47 

MIG 

PMU 

Construction of Lessyton 
Sportsfield 

INFRA0011 

18 

Sportsfield 

constructed 

1 

Sportsfield 

R18 000 000,00 

R 

2 000 000,00 

R 

6 500 000,00 

MIG 

PMU 

Construction of McBride 
Sportsfield 

INFRA0012 

19 

Sportsfield 

constructed 

1 

Sportsfield 

R18 000 000,00 

R 

2 000 000,00 

R 

8 070 788,65 

MIG 

PMU 

Construction Sada Stadium 

Phase 2 

INFRA0013 

24, 25, 
and 26 

Stadium 

constructed 

1 stadium 

R0,00 

R 

- 

R 

4 000 000,00 

MIG 

PMU 

Construction of Ezibeleni 
Stadium Phase 2 

INFRA0014 

? 

Stadium 

constructed 

1 stadium 

R0,00 

R 

- 

R 

3 003 250,00 

MIG 

PMU 

Fencing of Grazing Camps 
Ward 

INFRA0015 

? 

Grazing camps 
constructed 

? 

R0,00 

R 

- 

R 

1 215 150,00 

MIG 

PMU 

The Construction of a 
Shearing Shed 

INFRA0016 

18 

Shearing shed 
constructed 

1 shearing 
shed 

R0,00 

R 

800 000,00 

R 

- 

MIG 


The following projects will be implemented by the Engineering Services: - 


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ENOCH MGIJIMA LOCAL MUNICIPALITY 

MTREF CAPITAL BUDGET FOR 2017-2020 

KPAs 

Objectives 

Project 

Wards 

Qty 

2017/18 

2018/19 

2019/20 

Infrastructure 

Development 

To provide and maintain 
municipal roads and storm 
water infrastructure 

Qwabi Bridge over Kuzitungu river Phase 2 

20 

1 No 

R 2 500 000,00 

R 8 750 000,00 

R 4 000 000,00 

Infrastructure 

Development 

To manage municipal facilities 

Community Hall in ward 26 

26 

1 No 

R 9 584 200,00 

R 12 000 000,00 

R 12 000 000,00 

Infrastructure 

Development 

To provide and maintain 
municipal roads and storm 
water infrastructure 

Becclesfarm Bridge 

32 

1 No 

R 5 500 000,00 

R 3 500 000,00 

R 2 000 000,00 

Infrastructure 

Development 

To provide and maintain 
municipal roads and storm 
water infrastructure 

EMLM upgrade, rehabilitation, repairs and 
maintenance of gravel roads in Komani, 
Whittlesea, Hofmeyer, Tarkastad, 
Sterkstroom, Molteno and their 
surrounding areas. 

all 

170km 

R 2 500 000,00 

R 3 081 100,00 

R 5 000 000,00 

Infrastructure 

Development 

To provide and maintain 
municipal roads and storm 
water infrastructure 

EMLM: Upgrading of internal gravel roads 
with paving: Ezibeleni & Mlungisi 

4,5, 6, 7, 8; 
11,12,13,14,15,16, 
and 17 

21 km 

R 3 000 000,00 

R 3 000 000,00 

R 5 000 000,00 

Infrastructure 

Development 

To provide and maintain 
municipal roads and storm 
water infrastructure 

Surfacing (Paving) of taxi routes in 
Molteno and Sterkstroom Phase 5 

27,28,29 

6 km 

R 3 400 000,00 

R- 

R- 

Infrastructure 

Development 

To provide and maintain 
municipal electricity 
infrastructure network and 

services 

EMLM Community Lighting: Phase 4 

all 

36 No 

R 7 000 000,00 

R 8 000 000,00 

R 13 440 450,00 

Infrastructure 

Development 

To manage municipal facilities 

Completion of the Inter-modal Transport 
Facility - Komani 

11 

1 No 

R 7 500 000,00 

R- 

R 2 000 000,00 

Basic Services 

To ensure a clean and healthy 
environment 

Hinge Cemetery 

2&4 

1 No 

R 1 500 000,00 

R 3 000 000,00 

R- 

Basic Services 

To ensure a clean and healthy 
environment 

Whittlesea Cemetery 

24 

1 No 

R- 

R- 

R 3 000 000,00 

Basic Services 

To provide and maintain parks 
and open spaces 

Lessyton sport field 

18 

1 No 

R 2 000 000,00 

R 6 500 000,00 

R 4 000 000,00 

Basic Services 

To provide and maintain parks 
and open spaces 

McBride sport field 

19 

1 No 

R 2 000 000,00 

R 6 500 000,00 

R 4 000 000,00 

Basic Services 

To provide and maintain parks 
and open spaces 

Renovation of Sports fields in 
Sterkstroom: Phase 2 

27 

1 No 

R 3 800 000,00 

R- 

R- 

Local Economic 

To facilitate agriculture and 

Fencing of Grazing Camps in ward 

2,6,18,19,20,21,22,27 

8 No 

R 1 200 000,00 

R- 

R 3 000 000,00 


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Development 

rural development 


and 28 





Local Economic 
Development 

To facilitate agriculture and 
rural development 

The Construction of a Shearing Shed in 
ward 18 

4,6,18,19,21, and 26 

5 No 

R 800 000,00 

R 900 000,00 

R 900 000,00 

TOTAL 

R 52 284 200,00 

R 55 231 100,00 

R 58 340 450,00 


11.1.2. COMMUNITY SERVICES PROJECTS. 


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11.1.2.1. Projects for Parks & Recreation. 


PARKS AND RECREATION PROJECTS FOR 2017/2022 

PROJECT NAME 

PROJECT 

NUMBER 

PROJECT 

ESTIMATE 

APPROVED 

BUDGET 

2017/2018 

APPROVED 

BUDGET 

2018/2019 

APPROVED 

BUDGET 

2019/2020 

APPROVED 

BUDGET 

2020/2021 

APPROVED 

BUDGET 

2021/2022 

FUNDING SOURCE 

Upgrading of Public Gardens in 
Komani 

PCS0001 

R3 000 000,00 

R 

R3 000 000,00 

R 

R 

R 

DEA 

Upgrading of Hexagon 

PCS0002 

R3 000 000,00 

R 

R3 000 000,00 

R 

R 

R 

DEA 

Upgrading of Swimming Pool 
Building and Repair of The Cracks 
in The Swimming Pool and 

Replacing Tiles 

PCS0003 

R5 000 000,00 

R 

R5 000 000,00 

R 

R 

R 

MIG FUNDING 

Appointment of Service Provider 
for The Assessment of Cemeteries 
in Enoch Mgijima. 

PCS0004 

R1 500 000,00 

R 

R 

R1 500 000,00 

R 

R 

MIG FUNDING 

Create Electronic Inventory of 
Existing Paper Based Burial 

Registers 

PCS0005 

R750 000,00 

R 

R750 000,00 

R 

R 

R 

MIG FUNDING 

Stone Fencing Of 12 Cemeteries 
in Enoch Mgijima 

PCS0006 

R18 000 000,00 

R4500 000,00 

R4 500 000,00 

R4 500 000,00 

R4 500 000,00 

R4 500 000,00 

MIG FUNDING/EPWP 

Revamping Of 12 Play Grounds in 
Mlungisi, Ezibeleni, Komani, 
Tarkastad, Hofmeyr, MoltenoAnd 
Sterkstroom And Whittlesea. 

PCS0007 

R9 000 000,00 

R750 000,00 

R750 000,00 

R750 000,00 

R750 000,00 

R750 000,00 

MIG FUNDING 

Upgrading Athletic Track, Cricket 
Pitch and Tennis Courts at 

Mlungisi Stadium in Komani. 

PCS0008 

R5 000 000,00 

R5 000 000,00 

R 

R 

R 

R 

MIG FUNDING 

TOTALS 

R90 500 000,00 

R20 500 000,00 

R34 000 000,00 

R13 500 000,00 

R10 500 000,00 

R10 500 000,00 



11.1.2.2. Projects for Libraries. 


LIBRARY SERVICES PROJECTS FOR 2017/2018 
KFA 3: LIBRARY SERVICES 


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PROJECT NAME 

PROJECT 

NUMBER 

WARD 

KPI 

TARGETS 

PROJECT 

ESTIMATE 

APPROVED 

BUDGET 

2016/2017 

APPROVED 

BUDGET 

2017/2018 

APPROVED 

BUDGET 

2018/2019 

FUNDING 

SOURCE 

Extension of Ashley Wyngaard Library 

LBS0001 

Victoria Park 

Ashley Wyngaard 

To be 

R 6 000 000,00 

R 

R 

R 

DSRAC 




Library extended 

determined 



- 



Construction of New Library - 

LBS0002 

Hofmeyr 

New library built at 

To be 

R 8 000 000,00 

R 

R 

R 

DSRAC 

Hofmeyr 



Hofmeyer 

determined 


- 

- 



Provision of A Modular Libraries in 

LBS0003 

Townships 

Modular libraries 

To be 

R 12 500 000,00 

R 

R 

R 

DSRAC 

Townships - Hinge; Lessyton; Molteno, 
Sterkstroom, Tarkastad 



delivered 

determined 



" 



Construction of New Library - 

LBS0004 

Sada 

Library constructed in 

To be 

R 8 000 000,00 

R 

R 

R 

DSRAC 

Whittlesea 



Whittlesea 

determined 


- 

- 



Extension of Queenstown Library 

LBS0005 

Queenstown 

Queenstown Library 

To be 

R 20 000 000,00 

R 

R 

R 

DSRAC 




extended 

determined 



- 



TOTAL 

R 54 500 000,00 

R 

R 

R 



11.1.2.3. Projects for Solid Waste Removal Services. 


CLEANING SERVICES PROJECTS FOR 2017/2022 

PROJECT NAME 

PROJECT 

NUMBER 

PROJECT 

ESTIMATE 

APPROVED 

BUDGET 

2017/2018 

APPROVED 

BUDGET 

2018/2019 

APPROVED 

BUDGET 

2019/2020 

APPROVED 

BUDGET 

2020/2021 

APPROVED 

BUDGET 

2021/2022 

FUNDING SOURCE 

Fencing, Guard house, Weigh 
bridge for Molteno & Takarstad 
Landfill Sites. 

CS0001 

R5 000 000,00 

R 

R 2 500 000,00 

R2 500 000,00 

R 

R 

OWN 

Establishment of a new Landfill 

Site Komani. 

CS0002 

R25 000 000,00 

R 

R12 500 000,00 

R12 500 000,00 

R 

R 

OWN/DEA 

Purchase of four (4) x 20m3 

Refuse Compactor T rucks. 

CS0003 

R10 000 000,00 

R 2 500 000,00 

R5 000 000,00 

R2 500 000,00 

R 

R 

OWN 

Purchase of fifty (50) x 18m3 
refuse containers. 

CS0004 

R 4 250 000,00 


R 2 125 000,00 

R 2 125 000,00 

R 

R 

OWN/DEA 

Purchase of 18m3 refuse 
container roll on/off truck. 

CS0005 

R1 600 000,00 

R 

R16 000 000,00 

R 

R 

R 

OWN 

Purchase of fifty (50) x 1,75 m3 
refuse skips. 

CS0006 

R3 000 000,00 

R 

R750 000,00 

R 750 00,00 

R750 000,00 

R 750 000,00 

OWN 


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Purchase of four hundred (400) x 
street litter bins. 

CS0007 

R3 200 000,00 

R 

R1 600 000,00 

R1 600 000,00 

R 

R 

OWN/DEA 

Purchase of a new Landfill 
Compactor. 

CS0008 

R5 000 000,00 

R 5 000 000,00 

R 

R 

R 

R 

OWN 

Purchase of two x 10m3 Tipper 
Trucks. 

CS0009 

R1 800 000,00 

R 

R1 800 000,00 

R 

R 

R 

OWN 

TOTALS 

R58 850 000,00 

R 7 500 000,00 

R42 275 000,00 

R21 975 000,00 

R750 000,00 

R750 000,00 



11.1.3. PUBLIC SAFETY PROJECTS. 


The following projects will be implemented the Public Safety Directorate: - 


REGISTRATION AND LICENCING PROJECTS FOR 2017/2018 

KFA 1: REGISTRATION AND LICENCING 

PROJECT NAME 

WARD 

KPI 

TARGETS 

ESTIMATE 

APPROVED 

BUDGET 

2016/2017 

APPROVED 

BUDGET 

2017/2018 

APPROVED 

BUDGET 

2018/2019 

FUNDING 

SOURCE 

Construction of a Fire Station for 
Molteno & Sterkstroom 


Fire station constructed 

1 fire station 

R 3 500 000,00 

- 

- 

- 


construction of a Fire Station for 
Tarkastad & Hofmeyer 


Fire station constructed 

1 fire station 

R 3 500 000,00 

- 

- 

- 


construction of a Fire Station for 

Whittlesea 


Fire station constructed 


R 3 500 000,00 

- 

- 

- 


Repairs & renovations to 
Queenstown Fire Station 


Fire station renovated 

1 fire station 

R 500 000,00 

- 

- 

- 


Development of a Disaster 
Management Strategy 


Council adopted strategy 

1 strategy 

R 500 000,00 

- 

- 

- 


Procurement of a Fire Fighting 
Vehicle for Molteno & Sterkstroom 

All 

Fire fighting vehicle 
procured 

1 fire fighting 
vehicle 

R 1500 000,00 

- 

- 

- 


Procurement of a Fire Fighting 
Vehicle for Tarkastad & Hofmeyer 


Fire fighting vehicle 
procured 

1 fire fighting 
vehicle 

R 1500 000,00 

- 

- 

- 



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Vehicle for Disaster Management 
Unit at Molteno & Sterkstroom 


Disaster Management 
vehicle procured 

1 disaster 

management 

vehicle 

R 300 000,00 

- 

- 

- 


Vehicle for Disaster Management 
Unit at Tarkastad & Hofmeyer 


Disaster Management 
vehicle procured 

1 disaster 

management 

vehicle 

R 300 000,00 

- 

- 

- 


Maintenance of road signs 

All 

Road signs maintained 

All road signs 

R 200 000,00 

- 

- 

- 


Procurement of road marking 
paint 

All 

Road marking paint 
procured 

To be determined 

R 200 000,00 





Procurement of road marking 
machine 

All 

Road marking machine 
procured 

1 machine 

R 600 000,00 





Development of street trading 
bylaw 

All 

Council adopted & 
gazetted bylaw 

1 bylaw 

R 





Development of street bylaw 

All 

Council adopted & 
gazetted bylaw 

1 bylaw 

R 





Development of liquor trading 
bylaw 

All 

Council adopted & 
gazetted bylaw 

1 bylaw 

R 





Development of animal pounding 
bylaw 

All 

Council adopted & 
gazetted bylaw 

1 bylaw 

R 





Procurement of traffic patrol 
vehicles 

All 

traffic patrol vehicles 
procured 

10 vehicles 

R 3 000 000,00 





Procurement of fire arms 

All 

fire arms procured 

36 firearms 

R 360 000,00 





Procurement of tow trucks 

All 

tow trucks procured 

2 tow trucks 

R 1500 000,00 





Procurement of minibus taxis for 
deployment of guards 

All 

minibus taxis procured 

3 mini-bus taxis 

R 1200 000,00 





Procurement of vehicles for 
supervisors 

All 

vehicles for supervisors 
procured 

4 vehicles 

R 800 000,00 





Procurement of Two-Way Radios 

All 

Two-Way Radios 
procured 

60 Two-way radios 

R 360 000,00 





TOTAL 

R 23 320 000,00 






11.1.4. PLANNING AND HUMAN SETTLEMENTS PROJECTS. 


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The following projects will be implemented under land management: - 


LAND MANAGEMENT PROJECTS FOR 2017/2018 

KFA 2: LAND MANAGEMENT 

STRATEGIC OBJECTIVE: 

FUNCTION 

PROJECT NAME 

PROJECT 

NUMBER 

WARD 

KPI 

TARGETS 

PROJECT 

ESTIMATE UP TO 
2021/22 

APPROVED 

BUDGET 

2016/2017 

APPROVED 

BUDGET 

2017/2018 

APPROVED 

BUDGET 

2018/2019 

FUNDING 

SOURCE 

Land 

management 

SPLUMA 
programme & 
annual 
operational 
costs of 
Tribunal 

LMS001 

all 

Complete SPLUMA 
implementation, 
Tribunal 
Operational and 
Resourced 

SPLUMA 

Tribunal 
Operational & 
Resourced 

R 2 178 000,00 

R 178 000,00 

R 300 000,00 

R 330 000,00 

EMLM 

Land 

management 

Land 

Administration 
System 
Integration 
Project & 
annual updates 

LMS002 

all 

Integration into one 
land administration 
system, by-law and 
policies on land 

Completed 
and Council 
approved 

R 1 800 000,00 

R 500 000,00 

R 1 300 000,00 

R 50 000,00 

EMLM 

Land 

management 

SPLUMA: 

Professional 

Planner & 
Authorised 
Official (AO) 

LMS003 

all 

SPLUMA Authorised 

Official & Pr Planner 
function 

Appoint AO / 

Pr Planner 

R 118 500,00 

R 118 500,00 

R 300 000,00 


EMLM 

Land 

management 

Land Use 
Management 
System & 
annual updating 
of plans 

LMS004 

all 

Develop Land Use 
Man System incl 
wall to wall land use 
scheme, register, 
plans 

Completed 
and Council 
approved 

R 800 000,00 


R 600 000,00 

R 200 000,00 

EMLM 

Land 

management 

Policy & By-Law 
on short term & 

rental 

accommodation 

LMS005 

all 

Develop policy & 
By-Law on short 
term rental & 

accommodation 

Council 
approved By- 
Law & policy 

R 180 000,00 



R 180 000,00 

EMLM 

Land 

management 

Formalisation of 

state owned 
land required 
by EMLM & 
donation to EM 

LMS006 

all 

Complete 
formalisation of 

state owned land 
and effect the 

transfer to EMLM 

State owned 

land 

transferred & 
registered 
EMLM 

R 900 000,00 



R 200 000,00 

EMLM 


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Land 

management 

GIS system 
(hardware & 
software) & 
updates/ 
upgrades 

LMS007 

all 

Develop new GIS 
System for EMLM 

Operational 

GIS System 

R 310 000,00 


R 130 000,00 

R 40 000,00 

EMLM 


The following projects will be implemented under spatial planning: - 


SPATIAL PLANNING PROJECTS FOR 2017/2018 

KFA 4: SPATIAL PLANNING 

PROJECT NAME 

PROJECT 

NUMBER 

WARD 

KPI 

TARGETS 

PROJECT 

ESTIMATE UP 

TO 2021/22 

APPROVED 

BUDGET 

2016/2017 

APPROVED 

BUDGET 

2017/2018 

APPROVED 

BUDGET 

2018/2019 

FUNDING 

SOURCE 

Spatial Development 
Framework including 
Development Levy 
Policy, Calculator & 
conditions handbook 

SP0001 

all 

Develop new 

SDF 

Develop and 
approve the 
SDF 

R 700 000,00 

R 535 624,00 

R 165 000,00 


EMLM 

Sustainable 
Development Plan 
Komani including 
precinct plans 

SP0002 

all 

Develop Komani 

Sustainable 

Development 

Plan 

Complete and 
approve the 
Plan 

R 2 400 000,00 

R 

R 1000 000,00 

R 1400 000,00 

EMLM 

New Municipal Office 
Feasibility Study & 
Cad/Planning support 

SP0003 

all 

Develop and 
complete 
feasibility study 

Complete 
feasibility & 
obtain Council 

Decision on 

site 

R 300 000,00 

R 

R 300 000,00 


EMLM 

Identify solid waste 
site feasibility study 
(EIA, geo-tech, 
groundwater and 
precaution tests) for 
Komani 

SP0004 

Komani 

Develop and 
complete 
feasibility study 

Complete 
feasibility & 
obtain Council 

Decision on 

site 

R 400 000,00 

R 

R 

R 200 000,00 

EMLM 

Military land options 
feasibility 

SP0005 

Komani 

Develop and 
complete 
feasibility study 

Complete 

feasibility 

R 220 000,00 

R 

R 

R 220 000,00 

EMLM 

Aerodrome upgrade 
and development 
projects feasibility 
study 

SP0006 

Komani 

Develop and 
complete 
feasibility study 

Complete 

feasibility 

R 330 000,00 

R 

R 

R 330 000,00 

EMLM 


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WSU project including 
shared sporting 
precinct 

SP0007 

Komani 

Complete 
feasibility study 
and 

development 
establishment 
inclusive of EIA, 
Town Planning 

Complete 
feasibility and 
Town Planning 

R 500 000,00 

R 

R 100 000,00 

R 200 000,00 

EMLM (WSU 
to fund bulk 
of costs) 

Queendustria & SEZ 
project establishment 

SP0008 

Komani 

Develop & 
complete 
feasibility study 
& town planning 

Complete 
feasibility and 
Town Planning 

R 300 000,00 

R 

R 300 000,00 


EMLM 

Government Hub 
Precinct Development 

SP0009 

Komani 

Develop & 
complete 
feasibility study 

Complete 

feasibility 

R 150 000,00 

R 


R 150 000,00 

EMLM 

N6 Truck stop 
feasibility and 
proposals 

SP0010 

Komani 

Develop & 
complete 
feasibility study 

Complete 

feasibility 

R 150 000,00 

R 

R 150 000,00 


EMLM 

Amberdale Nodal and 
Precinct Plan 

SP0011 

Komani 

Completed 

Nodal Plan 
inclusive of 
detailed precinct 

Complete 
Nodal & 

Precinct Plan 

R 350 000,00 

R 

R 

R 

EMLM 

Precinct Plan & LSDF 
for Whittlesea, ilinge 
& Sada & 

Ekuphumleni and all 
rural areas (former 
Lukhanji) 

SP0012 

Former 

inkwancwa 

Develop & 
complete LSDF 
and Framework 
(detailed/ 
precinct) plan for 
the region 

Approved 
LSDF and 
Precinct Plan 

R 1 400 000,00 

R 

R 

R 

EMLM/CHDM 

Precinct Plan & LSDF 
forTarkastadt, 
Hofmeyer and all 
rural areas as a 
management area 
(former Tsolwana) 

SP0013 

Former 

tsolwana 

Develop & 
complete LSDF 
and Framework 
(detailed/ 
precinct) plan for 
the region 

Approved 
LSDF and 
Precinct Plan 

R 1500 000,00 

R 

R 

R 

EMLM/CHDM 

Precinct Plan & LSDF 
for Whittlesea, ilinge 
& Sada & 

Ekuphumleni and all 
rural areas (former 
Lukhanji) 

SP0014 

former 

Lukhanji 

Develop & 
complete LSDF 
and Framework 
(detailed/ 
precinct) plan for 
the region 

Approved 
LSDF and 

Precinct Plan 

R 1600 000,00 

R 

R 

R 

EMLM/CHDM 

Review of EMLM SDF 

SP0015 

all 

Develop & 
update SDF 

Complete SDF 
and obtain 

Council 

approval 

R 700 000,00 

R 

R 

R 

EMLM 


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Complete 






Review of Komani 

LSDF 

SP0016 

Komani 

Develop & 
update LSDF 

LSDF and 
obtain Council 

R 600 000,00 

R 

R 

R 

EMLM 





approval 







11.1.5. INTEGRATED PLANNING AND ECONOMIC DEVELOPMENT PROJECTS. 


INTERGRATED DEVELOPMENT PLANNING PROJECTS FOR 2017/2018 

All Performance Areas 

FUNCTION 

PROJECT NAME 

PROJECT 

NUMBER 

WARD 

KPI 

TARGETS 

PROJECT ESTIMATE 

APPROVED 

BUDGET 

2017/2018 

APPROVED 

BUDGET 

2018/2019 

FUNDING 

SOURCE 

Industrial 

Development 

Industrial 
Development & 
Investment Plan 

IDS0001 

All 

Council adopted 
Industrial 

Development & 
Investment 

Develop Industrial 

Development & Investment 

Plan by 30/6/18 

R 300 000,00 

- 

- 


Agriculture and 
rural 

development. 

Agriculture & 

Rural 

Development 

Strategy 

AGRI0001 

All 

Council adopted 
Agriculture & Rural 
Development 

To develop Agriculture & 

Rural Development Strategy 
by 30/6/18 

R 300 000,00 

- 

- 


LED 

Local Economic 

Development 

Strategy 

LED0001 

All 

Council adopted LED 
Strategy 

To develop Local Economic 
Development Strategy by 
30/6/18 

R 500 000,00 

- 

- 


Tourism and 
heritage. 

Tourism & 

Fleritage Master 

Plan 

TOUROOOl 

All 

Council adopted 

Tourism & Fleritage 
Master Plan 

To develop Tourism & 

Fleritage Master Plan by 
30/6/18 

R 500 000,00 

- 

- 


PMS 

Performance 

Management 

System 

PMS001 

All 

Council approved PMS 

To develop Performance 
Management System by 
30/6/18 

R 300 000,00 

- 

- 


Agriculture and 
rural 

development. 

Registration of 
village 

cooperatives 

AGRI0002 

All 

Coops registered 

Register 120 cooperatives by 
30/6/18 

R 120 000,00 

- 

- 


Tourism and 
heritage. 

Tarka Show 

TOUR0002 

All 

SMME's participating 
in the show 

Facilitate participation in the 
Tarka Show by 30/6/18 

R 50 000,00 

- 

- 


Tourism and 
heritage. 

Flofmeyer Show 

TOUR0003 

All 

SMME's participating 
in the show 

Facilitate participation in the 
Flofmeyer Show by 30/6/18 

R 50 000,00 

- 

- 


Agriculture and 
rural 

Agricultural Show 

AGRI0003 

All 

SMME's participating 
in the show 

Facilitate participation in the 
Agricultural Show by 30/6/18 

R 50 000,00 

- 

- 



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development. 










Tourism and 
heritage. 

Enoch Mgijima 
Month 

TOUR0004 

All 

Activities honouring 
Enoch Mgijima 
organised 

To organise events honouring 
Enoch Mgijima by 30/6/18 

R 200 000,00 

- 

- 


LED 

Township/Small 

Town 

Regeneration 

Programme 

LED0002 

All 

Township & small 
town regeneration 
projects implemented 

Implement township & small 
town regeneration projects 
by 30/6/18 

R 3 000 000,00 

- 

- 


TOTAL 

R 5 370 000,00 





11.2. PROJECTS TO BE IMPLEMENTED BY CHRIS HANI DISTRICT MUNICIPALITY. 


11.2.1. MIG PROJECTS TO BE IMPLEMENTED BY CHRIS HANI DISTRICT MUNICIPALITY. 


The following is a list of projects to be implemented by CHDM at Enoch Mgijima Local Municipality: - 



MIG CAPITAL PROJECTS FOR 2017/18-2018/19-2019/20 


MUNICIPALITY 

PROJECTS 

2017/18 

2018/19 

2019/20 

ENOCM MGIJIMA LM 

Molteno Sewer Bulk 

R 11 886 150.00 

R 20 000 000.00 

R 10 000 000.00 

Molteno Oxidation Ponds 

R 7 000 000.00 




Upgrading of Molteno Oxidation Ponds : Rehabilitation of Existing Ponds Walls 




TOTAL ENOCH MGIJIMA LM 1 

R IS 886 150.00 

R 14 732 220.00 

R 15 625 125.00 


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ENOCH MGIJIMA LM 





RA 60 Hewu Bulk Water Supply (phase 6) 

R 50 000.00 




RA 60 Hewu Bulk Water Supply (phase 7) 

R 17 000 000.00 

R 20 000 000.00 

R 30 000 000.00 


Rathwick Water and Sanitation 





New Rathwick bulk services Phase 3A 

R 40 000.00 




New Rathwick bulk services Phase 3B 

R 40 000.00 




New Rathwick bulk services Phase 4 pumpstation 

R 14 228 450.00 




New Rathwick bulk services Phase 5 Water Treatment Works 

R 500 000.00 

R 25 000 000.00 

R 5 000 000.00 


New Rathwick bulk services Phase 6 Resevoir and Pipeline 





Hinge Bulk Services 

R 800 000.00 

R 30 000 000.00 



Cluster 1 Water backlog (ward 27) 





Cluster 1 Water supply backlog - lesseyton 





Cluster 1 Water supply backlog - Zingquthu 

R 300 000.00 




Cluster 1 Water supply backlog phase 2 

R 700 000.00 

R 15 000 000.00 



Cluster 1 Sanitation (Wards 5,11,12,13,14,18,27 

R 2 000 000.00 




Cluster 2 Sanitation (Wards 1,2,3,4,6,23,19,20,23,24,25,26, 

R 6 000 000.00 



TOTAL ENOCH MGIJIMA LM 2 

R 41 658 450.00 

R 44 196 660.00 

R 46 875 375.00 

ENOCH MGIJIMA LM 

Cluster 1 Sanitation (Ward 2 & 3 

R 3 000 000.00 



Rehabilitation of Sewer Ponds-Hofmeyer 

R 1 000 000.00 

R 15 000 000.00 

R 15 000 000.00 


Tarkastad Bulk Services 

R 500 000.00 




Upgrade of Sewer Bulk Services Hofmeyer (Pump Station ) 

R 9 386 150.00 



TOTAL ENOCH MGIJIMA LM 

R 13 886 150.00 

R 14 732 220.00 

R 15 625 125.00 

GRAND TOTAL ALLOCATION 

R 292 340 000.00 

R 310 15 000.00 

R 328 950 000.00 


11.2.2. WATER SERVICES INFRASTRUCTURE GRANT PROJECTS TO BE IMPLEMENTED BY CHRIS HANI DISTRICT MUNICIPALITY. 






WATER SERVICE INFRASTRUCTURE GRANT 








MUNICIPALITY 

PROJECT 

2017/18 

2018/19 

2019/20 

ENOCH MGIJIMA 

Augmentation of Tarkastad Scheme 


R 2 000 000.00 

R2 000 000.00 

TOTAL ENOCH MGIJIMA LM 


2 000 000.00 

R 2 000 000.00 

GRAND TOTAL 

R80 000 000.00 

R 107 264 000.00 

R 108 000 000.00 


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11.2.3. RBIG PROJECTS TO BE IMPLEMENTED BY CHRIS HANI DISTRICT MUNICIPALITY. 


CAPITAL RBIG PROJECTS 




ENOCH MGIJIMA 

Augment Queenstown water supply(Xonxa) 










Phase 3 Pumping Main 





Phase 4 Gravity Main 





Phase 5 mechanical electrical 





Phase 6 machibini 

R 23 000 000 





R 3 000 000 



TOTAL ENOCH MGIJIMA 1 

R 26 000 000 

R 7 000 000 

R 5 000 000 

ENOCH MGIJIMA 

Hofmeyer Water Supply 

R 500 000 

R0 

R0 

Total ENOCH MGIJIMA 2 

R S00 000 

R0 

R0 


11.3. PROJECTS TO BE IMPLEMENTED BY THE DEPARTMENT OF RURAL DEVELOPMENT AND LAND REFORM. 


11.3.1. Land Acquisition Projects. 


PROJECT NAME 

AREA/TOWN 

HECTARES 

STATUS 

ESTIMATED BUDGET 

Portion 3 of Kriegars Kraal No 83, Portion 1 (Rem ext), Portion 7, 11, 12 of 
Leeuw kop No 72, Commonly known as Paradys 

Tarkastad 

1500.9309 

Prioritized 

R 61 000 000,00 


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11.3.2. Support to Dairy Projects. 


PROJECT NAME 

Town 

AREA/TOWN 

HECTARES 

STATUS 

ESTIMATED BUDGET 

Luthando CPA 

Komani 

Enoch Mgijima 

19 

Prioritized/Approved 

R 2 403 702.00 

Gallawater trust 

Whittlesea 

Enoch Mgijima 

904 

Prioritized/Approved 

R 2 475 962.68 

Shiloh irrigation scheme 

Whittlesea 

Enoch Mgijima 


Planning 

R 7 000 000.00 


11.3.3. REID Projects. 


PROJECT NAME 

AREA/TOWN 

STATUS 

ESTIMATED BUDGET 

Enoch Mgijima FSPU 

Ezibeleni & Whittlesea 

Approved by the Provincial Committee 

R 421 430 

Chris Hani Recycling 

Ezibeleni 

Approved by the Provincial Committee 

R 671430 

Genetic Improvement Programme 
(NWGA) Sheep 

Whittlesea & Ntabethemba (delivered already) 

Approved SLA 

EC-Budget 

EC Red Meat Programme (NMAC) (3 
feed lots) 

Whittlesea & Komani(Kamastone, Lower Hukuwa & 
Bullhoek) 

Approved SLA 

EC-Budget 

Agricultural Graduate Programme 

Komani 


R 80 160 


11.4. PROJECTS TO BE IMPLEMENTED BY THE DEPARTMENT OF HEALTH. 


The following is a list of clinics to be renovated during 2017/2018 financial year: - 


Name of clinic 

category 

Amount 

Fransbury 

New and replacement 

R 

1 500 000,00 

Nomzamo CHC 

Minor renovation 

R 

500 000,00 

Hinge clinic 

Minor renovation 

R 

500 000,00 


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Ekuphumleni 

Minor renovation 

R 500 000,00 

Cimezile 

Minor renovation 

R 500 000,00 


R 3 500 000,00 


11.5. PROJECTS TO BE IMPLEMENTED BY THE DEPARTMENT OF ROADS AND PUBLIC WORKS. 


2017/18 Budget Distribution 

Description 

District 

2017/18 

Estimates 

Surfaced 

Gravel 

SURFACED 

Estimates 

GRAVEL 

Estimates 

Inkwanca 

Chris Hani 

R 11000 000 

18% 

82% 

R 2 000 460 

R 8 999 540 

Tsolwana 

Chris Hani 

R 15 750 000 

9% 

91% 

R 1481436 

R 14 268 564 

Lukhanji 

Chris Hani 

R 4 600 000 

18% 

82% 

R 813 190 

R 3 786 810 

Routine Maintenance of Gravel Roads in Inxuba Yethemba & the roads 

located South West of the R61 "Tsolwana" LMA 

Chris Hani 

R 29 000000 
(30%)9M of the amount 
will go to Tsolwana 


100% 


R29 000 000 

Total Budget 


R 46 170 000 






11.6. PROJECTS TO BE IMPLEMENTED BY THE DEPARTMENT OF HUMAN SETTLEMENTS. 


NO 

MIINiriPAI ITY 

TARGETS AND BUDGET 

STATUS/PROGRES 



UNITS PLANNED 

SERVICES PLANNED 

BUDGET PLANNED 


1 

3 .i 

D ( 

Lukhanji 

211 

35 

R 54 317 210,00 

2 Turnkey contractors are on site 


- CUD 

3 ^ 

Tsolwana 

165 

133 

2 Turnkey contractor is on site 


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Nkwanca 

30 

45 


Turnkey contractors are on site 


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12. CHAPTER 5: FINANCIAL PLAN. 


12.1. The Purpose of the Financial Plan. 


To create the medium term strategic financial framework for allocating municipal resources 
through the municipal budgeting process in order to ensure the financial viability and 
sustainability of the municipality's investments and operations. 

This plan is prepared in terms of Section 26 (h) of the Local Government: Municipal 
Systems Act, as amended, which stipulates that a financial plan must be prepared as 
part of the Integrated Development Plan. 

The three-year financial plan includes an Operating Budget and Capital Budget informed 
by the IDP priorities. It takes into account the key performance areas of the IDP. All 
programmes contained in the budget are reflected in the IDP. The review of the 
Municipality's IDP has a ripple effect on the budget. 

In addition to being informed by the IDP, the municipal fiscal environment is influenced 
by a variety of macro-economic control measures. National Treasury determines the 
ceiling of year-on-year increases in the total Operating Budget. Various government 
departments also affect municipal service delivery through the level of grants and 
subsidies. 


12.2. The EMLM Financial Management Framework. 


In meeting the demands associated with modernised practices towards sustaining and 
enhancing financial viability; and addressing the specific needs of Enoch Mgijima LM 
within the context of limited resources and mounting service delivery expectations, has 
necessitated that a comprehensive integrated approach towards financial sustainability 
be developed. 

The municipality is facing many challenges with regards to financial planning & 
management and are ever changing due to the dynamic setting of local government. 
Financial management has therefore been enabled through the development and 
implementation of the following strategies and systems at municipal level:- 


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12.2.1. Primary and Other Bank Accounts. 


The municipality maintains separate bank accounts for its conditional grants. This is to assist in 
effective monitoring of grant funding to the municipality. The municipality also deems it fit to 
separate its main primary bank account from the grant accounts 

12.2.2. Financial Management Strategy. 


The Financial Strategy has been formulated to ensure that the EMLM maximises all 
available opportunities that would enhance Council's financial strength especially 
considering the cost-shift environment that has been created with the implementation 
of assigned powers and functions. 

Council's overall Financial Strategy is structured into the following core components to 
allow for a clearer understanding of the overall task: 

a) Asset Management strategies; 

b) Capital Financing Strategies; 

c) Financial Management Strategies; 

d) Free Basic Services and indigent Support. 

e) Operational Financing Strategies; 

f) Revenue enhancement and maximisation Strategies; 

g) Strategies to Enhance Cost-effectiveness; and 

These segments are intended to provide operational guidance to staff to assist them in 
achieving identified objectives and goals. 

Importantly the Strategies formulated are deemed to be primary mitigating tool against 
the financial risks identified, and giving effect to the objectives of the Integrated 
Development Plan, through ensuring that the performance targets as per the Budget 
underlying the IDP are achieved. 

The strategies are premised on ensuring compliance with adopted financial policies, 
modelled on modernised reform practices applicable to Local Government. 


12.2.3. The Municipal Financial Recovery Plan. 


There is a financial recovery plan in place which is articulated in the municipality's Revenue 
Enhancement Strategy. Part of the recovery plan includes the appointment of REVCO and the 
utilisation of Meter monitoring solution to assist in electricity revenue collection 


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12.2.4. Revenue Enhancement and Maximization Strategy. 


The purpose of this strategy is to ensure that all possible avenues are explored to 
maximise the receipt of any monies available to Council by way of intergovernmental 
transfers and Grants or Donations, including expanding the billing database and 
maximising income opportunities on every registered serviced site within the LM's 
jurisdiction. 

The second component of this strategy focuses on strengthening and building capacity 
within credit control and debt management practices and processes of Council, ensuring 
the attainment and exceeding of collection rates in line with key budgetary 
requirements. 

The third component of the strategy focuses on maximising the registration of 
households eligible for participation within the Free Basic Services (FBS) programme of 
Council, this component is aimed at arresting spiralling debts associated with this user 
group, and limiting consumption of services in line with the FBS allocation threshold. 

In line with the strategy employed. Council has formalised the appointment of a debt 
collection agency on a contingency arrangement over the next three years to undertake 
revenue enhancement and debt reduction, with a special focus on skills transfer to a 
dedicated internal unit. 

A comprehensive revenue enhancement strategy is undertaken and it includes: 

1) Cleaning of the debtor database to ensure that all consumers are levied for all 
services received at the correct tariff for such service. 

2) Reviewing and formalizing an indigent policy for the municipality. 

3) Ensuring that all consumers that qualify in respect of such approved indigent policy 
are registered. 

4) Implementing credit control measures to significantly improve payment levels and 
ensure that consumers that can pay do so. 

5) Reviewing Council's tariff policy in respect of the subsidy of free basic services and 
to ensure that the actual cost of services is recovered through the respective tariffs. 

6) Restructuring of the operational budget to ensure that the budget is cash funded 
and that it reflects actual payment levels in respect of bad debt provision. 

7) Investigating distribution losses in respect of electricity and water to ensure that 
electricity and water purchased is billed 

8) Appointment of a debt collection agency to assist in collecting outstanding debt 

12.2.5. Credit Control and Debt Collection Policy. 


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The Policy sets out to control and manage the recovery of outstanding debt due to 
Council. This policy is in place and is subject to regular updates. The policy lays down the 
basis for distribution of accounts, collection procedures, interest and penalties to be 
charged in the event of non-payment, with strong focus on management reporting 
requirements pursuant of key legislative requirements and performance management. 
Giving effect to the administration of this policy. Council through the appointment of a 
revenue accountant has invested in a Revenue Management and Debt Collection 
System fully compliant with Municipal Bylaws and objects of the policy framework, the 
system effects have result in macro approach to debt management and collection being 
effected, in an effective and efficient manner, maximise the return on investment and 
per household. 

The Municipality currently bills all its debtors on a monthly basis as per the norms and 
standards of revenue management. The Municipality has an updated Valuation roll 
which is currently being used to bill the Municipal debtors, and the supplementary 
valuation roll is conducted annual as prescribed by the standards. The Municipality has 
developed and implemented the Revenue Enhancement Strategy. 

12.2.6. Tariff Policy. 


This policy sets key guidelines on what should be considered when pricing services and 
guiding principles for the compilation of water, sanitation, solid waste and other 
services. This policy is subject to constant review, given significant reforms within the 
water sectors, which impact on the price cost of services rendered, and ultimately on 
the sustainability of trading services. 

12.2.7. Asset Management. 


12.2.7.1. Asset Management Strategies. 


The purpose of the strategy is to optimise the use of all assets under the control of 
EMLM, given the financial exposure and the revenue streams earned by the 
Municipality in the rendering of services to the community. 

12.2.7.2. Asset Management Policy. 


This policy is deemed necessary in order to facilitate the effective management, control 
and maintenance of the assets. The policy is in place and is subject to regular review. 
The prime objectives of the policy are to ensure that the assets of Enoch Mgijima LM are 
properly managed and accounted for by: 


a) Ensuring the accurate recording of asset information; 

b) The accurate recording of asset movements; 


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c) Exercising strict control over all assets; 

d) Providing correct and meaningful management information; 

e) Compliance with Council's Insurance Policy and Payment Procedure; 

f) Effecting adequate insurance of all assets; and 

g) Maintenance of Council's Assets. 

The implication of this policy on the administration and planning of assets has been 
profound, in that the organisation has a comprehensive understanding of all assets 
under the Management Control of the Municipality, has an acute understanding of the 
conditions and remaining lifespan etc. of the asset base, all of which are aimed at 
ensuring that sound financial planning occurs, especially around investment choices 
and reserve creation to safe guard against ageing infrastructure; the Funding and 
Reserves policy is directly influenced through the outcomes of the annualised 
conditional assessment on all infrastructural assets. 

It is envisaged that strict adherence to policy framework will continue to be applied in 
order to protect the resource of the community, and ensure the continued viability of 
the Municipality. 

12.2.7.3. Asset Movement System. 


At the time of commissioning a GRAP compliant Asset Register, an asset tracking system 
using bar-coded discs and scanners was put in place. With the completion of the Asset 
Register, the asset tracking system is now fully operational. 

The system allows for regular audits of all assets to be completed in a shorter time 
frame and therefore allowing for more regular updates of the register. 

12.2.8. Financial Management Strategies. 


The purpose of this strategy is to ensure that the Financial Systems in place at EMLM 
are of such quality to allow for the generation of accurate and timely reporting at all 
times. 

The Strategy has culminated in the institution being able to effectively make informed 
decisions around service delivery, identify financial risks and impeding financial 
problems, through having an acute understanding of the financial affairs of the 
Municipality, through a simplified qualitative analysis being provided based on the in 
year reports focusing on budgeted performance( revenue, expenditure, capital); impact 
of the trading activity on the financial position and cash flows within the Organisation, 
this is in compliance with international standards on in year reporting. 


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12.3. Operating Revenue. 


The projected revenue for the municipality is reflected in table below. It is important that anticipated 
revenue levels are realistic for each revenue source and consistent with expenditure and collection 
experience. 

Municipal budgets must be funded and credible. The needs of the communities have to be met within the 
financial capacity and resource constraints of the municipality to ensure long term sustainability. 


Revenue Sources 

2017/18 

2018/19 

2019/20 

Property Rates 

R 100 833 427,50 

R 108 900 101,70 

R 114 345 106,79 

Electricity 

R 249 021 505,50 

R 275 269 937,45 

R 298 493 333,12 

Refuse 

R 

44 528 294,50 

R 

48 981 123,95 

R 

52 899 613,87 

Rental of facilities 

R 

2 628 073,80 

R 

2 628 185,80 

R 

2 628 318,80 

Interest on Investment 

R 

9 725 692,32 

R 

9 725 692,32 

R 

9 725 692,32 

Interest on outstanding Debtors 

R 

28 481 020,84 

R 

31 038 412,60 

R 

33 345 264,52 

Fines 

R 

347 690,00 

R 

347 878,00 

R 

348 085,00 

Licenses & Permit 

R 

3 970 702,00 

R 

3 970 702,00 

R 

3 970 702,00 

Revenue from Agency 

R 

4 712 204,60 

R 

4 712 204,60 

R 

4 712 204,60 

Operational Grants 

R 188 231 800,00 

R 132 157 226,00 

R 128 493 143,00 

Other income 

R 

12 358 174,00 

R 

14 099 664,00 

R 

15 026 652,00 

Total 

R 644 838 585,06 

R 631 831 128,42 

R 663 988 116,02 


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12.4. Tariff Setting. 


Tariff setting plays a major role in ensuring certain levels of revenue according to affordability and to accommodate the consideration of basic services in 
the IDP strategic plan. 

The following is a graphical presentation of revenue by source over the MTREF: - 


MEDIUM TERM: REVENUE BY SOURCE 


R 900 000 000.00 

R 800 000 000.00 

R 700 000 000.00 

R 600 000 000.00 

R 500 000 000.00 

R 400 000 000.00 

R 300 000 000.00 

R 200 000 000.00 

R 100 000 000.00 





K - 

Property 

Rates 

Electricity 

Refuse 

Rental of 
facilities 

Interest on 

Investment 

Interest on 

outstandin 
g Debtors 

Fines 

Licenses & 

Permit 

Revenue 

from 

Agency 

Opearional 

Grants 

Other 

income 

■ 2019/20 

R 114 345 

R 298 493 

R 52 899 6 

R 2 628 31 

R 9 725 69 

R 33 345 2 

R 348 085. 

R 3 970 70 

R4 712 20 

R 128 493 

R 15 026 6 

■ 2018/19 

R 108 900 

R 275 269 

R 48 981 1 

R 2 628 18 

R 9 725 69 

R 31 038 4 

R 347 878. 

R 3 970 70 

R4 712 20 

R 132 157 

R 14 099 6 

■ 2017/18 

R 100 833 

R 249 021 

R 44 528 2 

R 2 628 07 

R 9 725 69 

R 28 4810 

R 347 690. 

R 3 970 70 

R4 712 20 

R 188 231 

R 12 358 1 


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12.4.1. Rationale for Tariff Setting. 


Tariff setting plays a major role in ensuring certain levels of revenue according to affordability and to 
accommodate the consideration of basic services in the IDP. 

The affordability of tariffs is under pressure due to increased cost and the increasing demand for bulk 
infrastructure and renewal of ageing infrastructure as the municipality has expanded due to 
amalgamation of three (3) municipalities. 

Appropriate ways to restructure tariffs must be explored to encourage more efficient use of utility 
services and to generate the resources required to fund maintenance, renewal and expansion of 
infrastructure to provide services. 

Increases in tariffs must be closely linked to the National Treasury cost-of-living guidelines and reflect an 
appropriate balance between the interest of poor households, other customers and ensuring the financial 
sustainability of the municipality. 

In the case of solid waste tariffs, it must include the cost of providing the different components of the 
service. Refuse removal is an economical service resulting that their budgets are break-even. 

Refuse removal tariffs are mainly affected by high labour costs, petrol price increases and vehicle costs 
which are in many cases beyond the municipality's control. 

In addition, new ways need to be explored for alternative methods to manage the landfill sites such as the 
introduction of the recycling process and measures to prevent dumping, for example, garden refuse 
removal etc. 

A new valuation roll has to be implemented and moratorium on sale of land has to be lifted to allow for 
new developments which will in return expand and relieve some of the pressure on the municipality's 
revenue base. 


12.5. Protecting the Poor 


The equitable share allocation is mainly used to provide free basic services to approximately 13 
427 registered indigent households. Indigent support provided to protect poor households is as 
follows: 


Free Basic Services 

Service 

House Holds 

Per Household 

Amount 

Amount 




Monthly 

Yearly 

Electricity 

8 328,00 

R42,49 

R 353 856,72 

R 4 246 280,64 

Refuse Removal 

5 099,00 

R102,25 

R 521 372,75 

R 6 256 473,00 


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In addition, it is essential that the municipality plays a critical role in creating an enabling environment for investments and other activities 
that lead to job creation to relieve the pressure on unemployment. 

The municipality needs to focus on maximizing job creation through labour intensive methods, LED projects and participating in the extended 
public works programme. 

12.6. Operating Expenditure by Type 


Operating expenditure is compiled both on the zero-based budget approach where practical and on the incremental approach. 
The following table indicates the medium-term expenditure framework aligned to the IDP: - 


Expenditure by Type 


2017/18 

2018/19 

2019/20 

2020/21 

2021/22 

Employee related costs 

R 210 526 733,00 

R 223 158 337,00 

R 236 547 837,22 

R 250 740 707,45 

R 265 785 149,90 

Remuneration of councillors 

R 30 223 356,00 

R 32 020 946,72 

R 33 884 307,86 

R 35 917 366,33 

R 38 072 408,31 

Debt impairment 

R 50 456 955,00 

R 54 557 204,40 

R 58 741740,16 

R 62 266 244,56 

R 66 002 219,24 

Depreciation & asset impairment 

R 41 522 073,00 

R 55 015 089,00 

R 64 391 934,00 

R 68 255 450,04 

R 72 350 777,04 

Repairs & Maintenance 

R 23 839 003,42 

R 25 968 606,01 

R 26 886 451,54 

R 28 499 638,64 

R 30 209 616,96 

Finance charges 

R 

R 

R 

R 

R 

Bulk purchases 

R 223 595 654,88 

R 231 163 565,48 

R 239 902 193,82 

R 254 296 325,45 

R 269 554 104,98 

Contracted services 

R 8 592 721,00 

R 9 022 076,18 

R 9 105 083,51 

R 9 651388,52 

R 10 230 471,83 

Transfers and subsidies 

R 18 131 800,00 

R 11 269 567,00 

R 11 470 550,00 

R 12 158 783,00 

R 12 888 309,98 

Other expenditure 

R 72 950 288,42 

R 75 835 177,54 

R 78 759 700,30 

R 83 485 282,31 

R 88 494 399,25 

Total 

R 679 838 584,71 

R 718 010 569,33 

R 759 689 798,40 

R 805 271 186,30 

R 853 587 457,48 


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12.7. Operating Expenditure by Type 


Operating expenditure by type over the MTREF period is summarised in the following table: - 


Municipal vote classification 



2017/18 Adopted 
Expenditure 


2018/19 Adopted 
Expenditure 


2019/20 Adopted 
Expenditure 

Executive & Administrative 









Council General 

R 

44 127 587,14 

R 

45 455 135,56 

R 

47 558 106,80 


Municipal Manager 

R 

60 349 193,87 

R 

41 428 428,84 

R 

43 130 082,65 

Finance and Administrative 









Administration and Human Resources 

R 

19 766 767,34 

R 

19 460 603,57 

R 

20 443 531,03 


Estate Services 

R 

11 543 314,50 

R 

11 550 699,30 

R 

9 858 115,82 


Financial Services 

R 

71 127 535,26 

R 

72 444 228,26 

R 

76 137 124,46 


Technical Services 

R 

6 651 843,30 

R 

7 069 419,55 

R 

7 450 902,75 

Planning & Development 









Estate Services 

R 

9 593 079,85 

R 

9 285 732,98 

R 

9 728 466,50 


Technical Services 

R 

7 107 463,21 

R 

7 518 094,51 

R 

7 915 069,12 

Community & Social Services 









Community Services 

R 

14 977 745,21 

R 

15 935 567,37 

R 

16 895 953,89 


Estate Services 

R 

4 132 296,96 

R 

4 255 940,68 

R 

4 442 188,20 

Public Safety 









Community Services 

R 

40 845 637,63 

R 

43 072 626,73 

R 

45 552 270,14 

Sports and Recreation 









Community Services 

R 

14 768 845,18 

R 

15 715 428,84 

R 

16 702 051,09 

Waste Management 









Community Services 

R 

48 111518,12 

R 

53 256 555,56 

R 

56 746 028,27 

Road Transport 









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Technical Services 

R 41 905 258,72 

R 40 805 204,86 

R 42 525 020,16 

Electricity 

Technical Services 

R 284 667 500,95 

R 330 589 864,00 

R 354 428 965,00 

Other 

Technical Services 

R 162 997,53 

R 167 038,35 

R 175 921,45 



R 679 838 584,77 

R 718 010 568,96 

R 759 689 797,33 


12.8. Capital Expenditure 


Proposed capital programmes over the medium-term framework are only considered once the full projected and future operational costs 
have been determined and the sources of funding are available. 

The capital requirements are reflected in the table below for the next three (3) years. These figures are based on the projects identified 
through the IDP process project phase and reflect estimated amounts based on the availability of funding. 

The projected sources of funding over the medium term have been carefully considered and can be summarized as follows: 


Grant information 


2017/18 

2018/19 

2019/20 

Operating Grants 




Financial Management Grant 

R 5 945 000,00 

R 6 200 000,00 

R 6 400 000,00 

Municipal Systems Improvement Grant 

R 788 000,00 

R 

R 

Equitable Share 

R 160 117 000,00 

R 164 355 000,00 

R 166 282 000,00 

Infrastructure Skills Development Grant 

R 1 800 000,00 

R 1 900 000,00 

R 2 000 000,00 

EPWP 

R 4 889 000,00 

R 

R 

Capital Grants 




MIG 

R 55 036 000,00 

R 58 138 000,00 

R 61 411 000,00 

INEP 

R 10 000 000,00 

R 21 000 000,00 

R 12 000 000,00 

Other grant - MDTG 

R 6 847 000,00 

R 

R 


R 245 422 000,00 

R 251 593 000,00 

R 248 093 000,00 


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It has been reported during the situational analysis that the municipality doesn't have reserves 
or investments, resulting in a need for external funding needed to be obtained to supplement 
the capital budget to address the huge demands in the IDP for essential expanding of basic 
services and upgrading of bulk infrastructure. 

It therefore imperative that capital budgets are prioritized to reflect consistent efforts to 
address backlogs in basic services and the refurbishment and expanding of existing 
infrastructure. 

When it comes to funding the capital budget care should be taken to not become largely reliant 
on national and provincial grants. Council needs to explore ways in which own revenue 
contribution to fund their capital budgets can be increased. 


12.9. Conclusion 


This framework with its financial strategies and policies will contribute to ensure the 
municipality remains financially viable and sustainable to provide quality municipal services to 
all communities. It can be expected that municipal revenue and cash flows will gradually 
improve through increased municipal growth and envisaged new developments. 

The increasing pressure on the municipal bulk services and upgrade of ageing infrastructure will 
continue for the next five (5) years. Therefore, new imaginable ways need to be explored to 
become efficient to generate the required resources to maintain, renew and expand 
infrastructure. 

A new energized focus on maximizing job creation through labour intensive approaches and 
participation in the Expanded Public Works Programme is essential not only to reduce the 
unemployment rate but also protecting the poor against the down turn of the economy. 

The many challenges facing the municipality are addressed through the following important 
elements: - 

a) Greater levels of transparency and accountability; 

b) Integrity of billing systems and accurate accounts; 

c) Going back to basics of good cash and revenue management; 

d) Stabilizing senior management and ensuring appropriate technical skills; 

e) Improving levels of spending on repairs and maintenance; 


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f) Effective spatial and land use planning; 

g) Generate more employment through labour intensive programmes; 

h) Structure tariffs for utility services to encourage growth and generate additional sources of 
revenue to fund capital expenditure; 

i) Ensure sound financial management policies exist; and 

j) Eliminating spending on non-priority items. 

This IDP with the MTREF ensures that Council is on the right track to become the leading 
community driven municipality in the provision of sustainable services and developmental 
programmes. 

13. CHAPTER 6: PERFORMANCE MANAGEMENT FRAMEWORK. 


13.1. Introduction. 


EMLM has an existing Performance Management System policy which has recently been 
developed in association with CoGTA during 2016/17. It is that policy that will inform the PMS 
that will be used by the institution going forward. 

13.2. Role of Council. 


In line with the Municipal Systems Act (Act No. 32 of 2000), the Municipal Council commits to 
participating in the development of its performance management system through the Executive 
Committee and shall: - 


a) Oversee the development of the municipality's performance management system. 

b) Assign responsibilities in this regard to the Municipal Manager who shall submit the 
proposed system to the Municipal Council for adoption, and establish mechanisms to 
monitor and review the performance management system. 


Through the development of the new PMS, the Municipal council will set out clear roles and 
responsibilities with regard to the key elements of a sound PMS which are planning, monitoring, 
measurement, review, and reporting and performance assessment. The council, The Municipal 
Manager, section 57 managers and the audit committee shall all have distinct roles in terms of 
the key elements given above. 


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13.3. Role of the Community. 


In addition to developing distinct responsibilities for officials, EMLM also envisages a key role for 
the community to play in terms of the development process of the PMS. Measures shall be put 
in place in order to allow the community to have a role in terms of setting performance 
indicators and targets. Community involvement is in keeping with section 42 of the Municipal 
Systems Act which stipulates the following: 

"A municipality, through appropriate mechanisms, processes and procedures established in 
terms of Chapter4, must involve the local community in the development, implementation and 
review of the municipality's performance, management system, and, in particular, allow the 
community to participate in the setting of appropriate key performance indicators and 
performance targets for the municipality." 

The table beneath aims to give a broad outline of what a more comprehensive take on role and 
responsibilities would look like. 


Table 1: Comprehensive table displaying the different roles in the PMS process: - 


Actor 

Roles and Responsibilities 

Role of the council 

Participates in strategic planning and agenda setting, endorses 

targets, and reviews reports. 

Role of the Municipal manager 

Plans, monitors, review, reports, and ensure effective performance 

assessments. 

Role of the s57 managers 

Plans, sets targets, signs agreements, implements, reports, and 

assessed, learning from the review. 

Role of the Audit Committee 

Quality assures and monitors the planning, reporting, verification, 

and assessments. 

Role of the community 

Contributes to identification of issues and receives reports back on 

progress made. 


The table above thus presents a broad framework for the manner in which roles and 
responsibilities will be organised to operationalize our PMS. 

13.4. Key Performance Indicators. 

The regulations inform us that performance indicators should be set by the council within the 
PMS. These indicators should be derived from the priorities and objectives of the municipality as 
stated in the IDP. The performance indicators in question should be measurable, relevant, 
objective and precise. The council shall ensure that the performance indicators apply to all its 


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units and all service providers that it enters into a service delivery agreement with. As 
mentioned earlier the council also has a responsibility to ensure that the performance indicators 
used shall also reflect the input of the community. The council shall comply with all these 
requirements stated above in accordance with section 9 of the Municipal Planning and 
Performance Management Regulations, 2001. 

13.5. Performance Targets. 


After developing a set of performance indicators, the council shall develop relevant targets for 
those indicators. Performance targets should have the following qualities according to section 
12 of the Municipal Planning and Performance Management Regulations, 2001: 

a) Be practical and realistic; 

b) Measure the efficiency, effectiveness, quality and impact of the performance of the 
municipality, administrative component, structure, body or person for whom a target has 
been set; 

c) Be commensurate with available resources; 

d) Be commensurate with the municipality's capacity; and 

e) Be consistent with the municipality's development priorities and objectives set out in its 
integrated development. 

The setting of targets shall assist the municipality in terms of measuring performance because 
these targets shall be audited annually as part of the municipality's internal auditing processes 
determined by the Auditor-General. 

13.6. Publishing of Performance Reports and the Annual Reports 


EMLM acknowledges the importance of publishing the results of its performance to the broader 
public. This is not only a democratic imperative but also a healthy tool for performance 
management since it facilitates accountability and builds a culture of performance drives work 
into the organisation. A number of different platforms shall be used in order to bring 
performance management closer to the broader community. Publicising performance 
information is also a legal requirement and is clearly stated in the Municipal Systems act section 
41 (e), which stipulates: 

A Municipality must-establish a process of regular reporting to: 

a) The council, other political structures, political office bearers and staff of the municipality 

b) The public and appropriate organs of state. 


An annual report of PMS should also be compiled and made available to the general public. The 
annual report should include a detailed report of the municipality's performance and the 


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performance of any service provider that was contracted to the municipality during the financial 
period under scrutiny. The annual report also gives details regarding performance indicators to 
be set for the following year. Lastly the annual report will highlight all those areas in which the 
municipality is in need of improvement. In addition to the annual report are quarterly reports 
which EMLM compiles and releases which support the findings of the annual report. These key 
documents ensure that continuous monitoring of performance is taking place. Ideally the annual 
report which reflects performance management should not stand alone but should rather form 
part of the overall municipal annual report so that it may gain centrality and be seen as crucial 
to the municipality's strategy. 


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14. CHAPTER 7: MUNICIPAL BYLAWS, POLICIES AND SECTOR PLANS. 


The following tables summarise all municipal bylaws, policies and sector plans per directorate: - 


14.1. Bylaws, Policies and Sector Plans for the Office of the Municipal Manager. 


Summarised as follows: - 


Municipal Strategies, Policies, By-Laws and Sector Plans adopted by Council 

# 

Available sector plans and policies/bylaw 

Date of adoption 
& council 

resolution number 

Is the sector 
plan/policy/bylaw 
going to be 
reviewed (Yes/No) 

Envisaged 
date of 

review 

1 

Rules of Order 

19-Aug-16 

yes 


2 

By-Laws Relating to Delegation of Powers 

Not yet adopted 

yes 

Aug-17 


14.2. Bylaws, Policies and Sector Plans for Budget and Treasury Office. 


Summarised as follows: - 


Municipal Strategies, Policies, By-Laws and Sector Plans adopted by Council 

# 

Available sector plans and policies/bylaw 

Date of 
adoption & 
council 

resolution 

number 

Is the sector 
plan/policy/byla 
w going to be 
reviewed 
(Yes/No) 

Envisage 
d date of 

review 

1 

Asset Management Policy 

31-Jan-17 

Yes 

Mar-18 

2 

Budget Policy 

31-Jan-17 

Yes 

Mar-18 

3 

Contract Management Policy 

31-Jan-17 

Yes 

Mar-18 

4 

Credit Control Policy 

31-Jan-17 

Yes 

Mar-18 

5 

New Irregular Expenditure Policy 

31-Jan-17 

Yes 

Mar-18 

6 

Cash Management Policy 

31-Jan-17 

Yes 

Mar-18 

7 

Indigent Policy 

31-Jan-17 

Yes 

Mar-18 

8 

SCM Policy 

31-Jan-17 

Yes 

Mar-18 

9 

Virement Policy 

31-Jan-17 

Yes 

Mar-18 

1 

0 

Write Off Policy 

31-Jan-17 

Yes 

Mar-18 

1 

1 

Rates Policy 

31-Jan-17 

Yes 

Mar-18 


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1 

3 

Indigent Support Policy By-Law 

Not yet 
adopted 

No 

Aug-17 

1 

4 

Credit Control By- Law 

Not yet 
adopted 

No 

Aug-17 

1 

5 

By-Laws Relating to The Budget Approval 
Process 

Not yet 
adopted 

No 

Aug-17 


14.3. Bylaws, Policies and Sector Plans for Corporate Services. 


Summarised as follows: - 


Municipal Strategies, Policies, By-Laws and Sector Plans adopted by Council 

# 

Available sector plans and policies/bylaw 

Date of adoption & council 
resolution number 

Is the sector 
plan/policy/bylaw 
going to be reviewed 
(Yes/No) 

Envisaged 
date of 

review 

1 

Placement Policy 

31 January 2017-07/2017 

Yes 

Mar-18 

2 

Relocation Policy 

31 January 2017-07/2017 

Yes 

Mar-18 

3 

Subsistence & Travelling Policy 

31 January 2017 -07/2017 

Yes 

Mar-18 

4 

Overtime Policy 

31 January 2017-07/2017 

Yes 

Mar-18 

5 

Training and Development Policy 

31 January 2017 -07/2017 

Yes 

Mar-18 

6 

Staff and Councillor Bereavement Policy 

31 January 2017-07/2017 

Yes 

Mar-18 


14.4. Bylaws, Policies and Sector Plans for Community Services. 


Summarised as follows: - 


Municipal Strategies, Policies, By-Laws and Sector Plans adopted by Council 

# 

Available sector plans and policies/bylaw 

Date of 
adoption & 
council 

resolution 

number 

Is the sector 
plan/policy/byl 
aw going to be 
reviewed 
(Yes/No) 

Envisag 
ed date 

of 

review 

1 

By-Laws Relating to Public Open Spaces 

Not yet 
adopted 

Yes 

Aug-17 

2 

By-Laws Relating to Funeral Undertaker's Premises 

Not yet 
adopted 

Yes 

Aug-17 

3 

By-Laws Relating to Public Swimming Pools 

Not yet 
adopted 


Aug-17 

4 

By-Laws Relating to Accommodation Establishments 

Not yet 
adopted 

Yes 

Aug-17 

5 

By-Laws Relating to the Keeping of Animals 

Not yet 
adopted 

Yes 

Aug-17 

6 

By-Laws Relating to The Licensing of And Control Over Dogs 

Not yet 
adopted 

Yes 

Aug-17 

7 

By-Laws Regarding Preparation of Food at Registered Private 
Kitchens 

Not yet 
adopted 

Yes 

Aug-17 

8 

By-Laws Relating to Camping Areas 

Not yet 

Yes 

Aug-17 


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adopted 



9 

By-Law Relating to The Disposal of Contaminated And/or 
Infectious Waste 

Not yet 
adopted 

Yes 

Aug-17 

1 

0 

By-Laws Relating to Fencing 

Not yet 
adopted 

Yes 

Aug-17 

1 

1 

By-Laws Relating to Public Health Hazards and Nuisances 

Not yet 
adopted 

Yes 

Aug-17 

1 

2 

By-Laws Relating to The Impoundment of Animals 

Not yet 
adopted 

Yes 

Aug-17 

1 

3 

By-Laws Relating to Liquor Trading Hours 

Not yet 
adopted 

Yes 

Aug-17 


14.5. Bylaws, Policies and Sector Plans for Technical Services. 


Summarised as follows: - 


Municipal Strategies, Policies, By-Laws and Sector Plans adopted by Council 

# 

Available sector plans and policies/bylaw 

Date of 
adoption & 
council 

resolution 

number 

Is the sector 
plan/policy/ 
bylaw going 
to be 

reviewed 

(Yes/No) 

Envisa 

ged 

date of 

review 

1 

By-Laws Relating to Advertising Signs and The Disfigurement of The 
Fronts or Frontages of Streets 

Not yet 
adopted 

Yes 

Aug-17 

2 

By-Laws Relating to Storm-Water Management 

Not yet 
adopted 

Yes 

Aug-17 

3 

By-Laws in Respect of The Control of Temporary Advertisements 

Not yet 
adopted 

Yes 

Aug-17 


14.6. Bylaws, Policies and Sector Plans for Local Economic Development. 


Summarised as follows: - 


Municipal Strategies, Policies, By-Laws and Sector Plans adopted by Council 

# 

Available sector plans and policies/bylaw 

Date of adoption 
& council 

resolution 

number 

Is the sector 
plan/policy/bylaw 
going to be 
reviewed 
(Yes/No) 

Envisaged 
date of 

review 

1 

By-Laws Relating to Accommodation Establishments 

Not yet adopted 

Yes 

Aug-17 

2 

By-Law Relating to Barbers, Hairdressers and Beauticians 

Not yet adopted 

Yes 

Aug-17 

3 

By-Laws Relating to Markets 

Not yet adopted 

Yes 

Aug-17 

4 

By-Laws Related to Street Trading 

Not yet adopted 

Yes 

Aug-17 


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15. Attachment A: Process Plan for the Preparation of Annual Financial Statements 


Attached. 


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ENOCH MGIJIMA LOCAL MUNICIPALITY 

ANNUAL FINANCIAL STATEMENT 2017 

Assignment 

Assignee 

Description of assignment 

Responsible 

official(s) 

Progress 

Issues or 
challenges 
identified 

Interim work to 
be performed 

Interim 

completion 

date 

Completion date 
for AFS 
preparation 
purposes (as at 31 
August) 

Suspense 

Accounts 

Ms. E Mbele 

Ms V. van Wyk 
Mr. T. Abofra 

1. Identify all suspense 
accounts 

2. Obtain supporting 
documentation for all 

accounts 

3. Clear accounts 

Thandi George 

All active suspense accounts are 
cleared monthly. All accounts 
that are not cleared have 
supporting documentation. 

During the 
close-off of 

some months 

there is 

insufficient time 

to clear all the 

suspense 

accounts before 
the system is 
closed. 

All inactive 

suspense 

accounts to be 
tabled to 

council for 

write-off as 
these are long 
outstanding. 

15-May-17 

15-Jul-17 

Debtors 

Ms. V. van Wyk 

1. Agree TB to Age Analysis 

2. Calculate Provision for 

Bad Debts 

3. Obtain supporting 
documentation for all 
"Other Debtors" 

Vanessa, 
Sbongile, 
Nonelwa and 

Olona 

Debtors amounting to R51m 
were submitted to council for 
write-off and was approved. 

The process of cleaning the 
debtors book is on-going. More 
debtors to be written off will be 
submitted to council during the 
May 2017 Council meeting. 

A meeting was held with the 
employees from the Debtors/ 
Revenue section, where we 
established the we have with 
regards to Debtors / Revenue. 
There are still a lot of issues. 
Another meeting will be held 
where the senior officials will 
implement fully functioning 
systems to be followed by the 
whole revenue section and 
thereby delegating working to 
all officials for Revenue / 

Debtor department. This will 
assist the municipality on the 
proper running of the Revenue 
Debtor section and also ensure 

that the debtors existence and 
valuation are confirmed. 

l.There are 

debtors on the 
Age analysis 
whose existence 

and valuation 
has not been 

confirmed. 

2. Receipting for 
debtors for 

former 

Inkwanca and 

Tsolwana 
Municipality is 
not up to date 
due to the 
system that is 
not working 
properly. 

3. The biggest 
issue is 

connection to 
the system in 
other areas 

outside of 
Queenstown 

officials are 
struggling to 
sort out queries 
arising from 

1. Analysis of 
the Age analysis 
to identify more 
debtors that are 

to be written 

off as well as 

verification of 
the debtor's 

existence. 

More debtors 

to be written 
off to be 

submitted in 

the next council 
meeting. 

2. ICT to assist 
in ensuring that 

the system is 
operational so 
that receipting 
can be done at 

all the offices 
not just 
Queenstown. 

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other areas as 

the officials 

cannot connect 
to the system. 
This results in a 
lot of delays in 
work that could 
be done 
remotely as 
officials travel to 
Queenstown to 

make 

adjustments or 
entries to the 
system. 




Valuation roll 

Ms. V. van Wyk 

1. Reconcile valuation roll 
(prepared by supplier) to 
the Venus valuation roll 

-Debtors 

-Valuation 

-Zoning 

2. Check whether the 
Supplementary valuations 
have been uploaded on the 
system 

Fundiswa and 
Sbongile R 

1. The valuation rolls for all 3 
entities have been uploaded on 
the VENUS system. 

2. The supplementary 
valuations have been 
performed however have not 
been uploaded on the system. 

The former 

Inkwanca 
Municipality's 
valuation roll 
has objections 
that need to be 

addressed. No 
supplementary 
valuations have 

been done. 

Upload all 
supplementary 
valuations on 
the system. 

15-May-17 

15-J u 1-17 

Revenue 

(Rates) 

Ms. V. van Wyk 

1. Recalculate revenue 
(valuation report x tariff) 

2. Reconcile calculation to 

GL 

Fundiswa and 
Sbongile R 

Billing for rates is done 
monthly. 

Rates 

reconciliations 
are not updated. 

Rates 

reconciliations 
until 30 April 
2017 to be 
performed. 

15-May-17 

15-J u 1-17 

Revenue 

(Refuse) 

Ms. V. van Wyk 

1. Recalculate revenue 

2. Reconcile calculation to 

GL 

Fundiswa and 
Sbongile R 

Billing for refuse is done 
monthly. 

There has been 

a lack of 

communication 

between the 
community 
services and the 

revenue 

officials. This has 
resulted in 
making it 
difficult verifying 
the refuse 

service that 

should be done 
by the 

municipality. 

A follow up 
meeting will be 
held by the 
revenue official 
detailing the 
systems to be 
followed this 

should also 

include an 
updated 
schedule for 

refuse. 

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Revenue 

(Prepaid 

electricity) 

Ms. V. van Wyk 

1. Obtain schedule of all 
prepaid electricity received 

2. Agree the schedules to 

the GL 

Pumla 

Billing for refuse is done 
monthly. 

There is also a 
big issue 
regarding free 
connection of 
electricity in the 
former Kwanca 
municipality. 
There are a lot 

of units within 

the former 
Nkwanca area 

that had 
electricity 
bypassed as a 
result the 
municipality is 
losing out on 

revenue. 

Resolving the 
issue of 
electricity by 
passed in the 
former 

Nkwanca area 
and agreeing 
the prepaid 
schedules to 
the GL. 

15-May-17 

15-Jul-17 

Revenue 

(Conventional 

electricity) 

Ms. V. van Wyk 

1. Obtain schedule of 
meter readings 

2. Prepare schedule of 
meter readings x tariffs 

3. Agree the schedules to 
the GL 

Nosiphiwo and 
Nonele 

Billing for refuse is done 
monthly. 

The cycle of 
billing and 
sending out 
statements to 

the end users is 
taking too long. 
This is resulting 
in interest 

calculated on 
balances that 

end users have 

not had an 
opportunity to 
reduce in terms 
of payment. 

A follow up 
meeting will be 
held by the 
revenue official 
detailing the 
systems to be 
followed and 
alignment of 
processes 

between the 3 
municipalities. 

15-May-17 

15-Jul-17 

Output VAT 

Ms. E. Mbele 

1. Recalculate output VAT 

on revenue 

2. Reconcile with VAT 201s 

and GL 

Bongani 

VAT reconciliations are 
performed monthly. VAT 201s 
agree to GL. 

VAT output is 
not always 
accurate as 
there are delays 
in the receipting 
in the former 

Inkwanca and 

Tsolwana sites 
due to the non- 
operational 
system. 

Output VAT to 
be updated as 
the receipting is 
being updated. 

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Bank 

Mr. T. Abofra 

1. Prepare all Bank 
Reconciliations 

2. Agree Reconciliations to 

Bank 

Confirmation/statements 

3. Clear all linked Suspense 

accounts 

4. File supporting 
documentation for 

reconciling items 

5. Send out bank 

confirmations 

Thandiswa 

Bank reconciliations are done 
on monthly basis. 

The cash book 
does not agree 
to bank 

statements due 

to the 

challenges with 
receipting. 

Bank 

reconciliations 
to be updated 
as the 

receipting is 
updated. 

15-May-17 

15-Jul-17 

Investments & 

Other financial 

assets 

Mr. T. Abofra 

1. Prepare Investment 
Registers and 
reconciliation 

2. Agree Reconciliations to 
Bank Confirmation 

3. Agree interest to GL 

4. Clear all linked Suspense 
accounts 

5. Send out bank 
confirmations 

Thandiswa 

The investment register is 
updated on a regular basis. 

Supporting 

documentation 

for all 

Investments for 

former 
Inkwanca has 

not been 

obtained. 

Include all 

investments on 

the investment 
register. 

15-May-17 

15-J u 1-17 

Biological 

Assets 

Mr. T. Abofra 

1. Identify and physically 
verify 

2. Value 

Xolani 

Verification and valuation is 

done 

No challenges 

Second 

verification 

30/06/2017 

15-J u 1-17 

Investment 

Property 

Mr. T. Abofra 

1. Identify and physically 

verify 

2. Value using valuation 

roll 

3. Perform deeds search 

Xolani 

No physical verification done 
yet 

1. There are 
properties that 
are sitting R1 in 
both former 
Tslolwana and 
Inkwanca, 1 have 
not had a 

chance to 
establish the 

reason behind 

this but the 
reasonable 
explanation 
would be that 
they are still 
owned by the 
municipality but 
not controlled 
by the 

municipality. 

Deeds search 
and verification 

but 1 will need 

more resources 

to accomplish 
this task 

If enough 

resources 

are available 
this can be 
completed 
before 
30/06/2017 

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Property, Plant 
& Equipment 
(Inc. Intangible 
Assets) 

Mr. T. Abofra 

1. Assets verified, 
impairment tests 
performed. 

2. Obtain listing of all 
repairs and maintenance 
accounts and identify 
capital assets 

Xolani 

We are in a process of 
completing the verification for 
1st verification 

1, There are 
infrastructure 

assets that are 
fully depreciated 
at Tsolwana so 

we will need 
engineers to 
verify all 
infrastructure 
assets. 2, 1 need 

more recourses 

again to 
compete this 
task on time. It 

has taken us 

three months to 
complete the 
first verification 

for movable 
assets only so 1 
assume that it 

will take us 

more time to do 
the 2nd 

verification. 

2nd verification 

31/07/2017 

15-J u 1-17 

Heritage Assets 

Mr. T. Abofra 

1. Identify and physically 
verify 

2. Value 

Xolani 

Verification for possible 
heritage assets has been done 
but to value these assets we 
need a specialized skill. We also 
need to test impairment of all 
the former lukhanji's heritage 
assets. 

Heritage assets 
identified but 
not disclosed as 

such in the AFS 

valuation of 
heritage assets 
and testing of 
impairment 

31/07/2017 

15-J u 1-17 

Repairs and 
Maintenance 

Mr. T. Abofra 

1. Scrutinize all repairs & 
maintenance VOTES for 

assets 

2. Scrutinize the stores 
VOTES for possible assets 

Xolani 

We have not done the vote 
securitization yet except for the 
electricity votes 

Time to perform 
this task 

the asset 

verification has 

been done so 

we are 

comfortable 

that all assets 
that could not 

be linked to GL 
were bought 
from incorrect 

votes 

30/06/2017 

15-Jul-17 

Loss on 
disposals of 
assets 

Mr. T. Abofra 

1. Prepare list of disposals 

2. Provide Insurance 
claims/ amount to be 

Xolani 

All redundant and scrap assets 
have been marked as such in 
the register. 

We need space 
to put all assets 
that are 

Relocate all 
assets that are 
marked as scrap 

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received for write offs 

3. Recalculate Loss/Gain on 
disposal of Assets 

4. Prepare loss register 



redundant and 
scraped 

and redundant 



Creditors/ 

Accruals 

Ms. E. Mbele 

1. Prepare creditors listing 

2. Agree listing to supplier 

statements 

3. Reconcile Creditors 

listing to GL 

4. Perform subsequent 
payments testing 

Bongani 

Creditors reconciliation are 
performed monthly 

None identified 

Creditors 

reconciliations 
per supplier. 

On-going 

monthly 

15-J u 1-17 

Consumer 

Deposits 

Ms V. van Wyk 

1. Prepare list of consumer 

deposits 

2. Reconcile reconciliation 

to GL 

3. File supporting 
documentation (bank 
statement or receipt) 

Antoinette 

A list of consumer deposits is 
updated on an ongoing basis. 

None identified 

Ongoing update 
of the deposits. 

On-going 

monthly 

15-Jul-17 

Expenses 

Ms. E. Mbele 

1. Verify Accuracy and 
Classification of all 
payments 

2. Verify Accuracy of VAT 
captured 

3. Ensure payment 
captured in correct period 

Bongani 

A checklist is used to check that 
expenditure is accurately 
recorded. 

None identified 


On-going 

monthly 

15-J u 1-17 

Input VAT 

Ms. E. Mbele 

1. Ensure all VAT captured 
agrees to that on invoice. 

2. Perform VAT recon 
against VAT 201s 

Bongani 

VAT reconciliations are 
performed monthly. VAT 201s 
agree to GL. 

None identified 


On-going 

monthly 

15-J u 1-17 

Leases 

Mr. T Abofra 

1. Prepare lease schedule 

2. Reconcile schedule to TB 

3. File all lease agreements 

Xolani 

All lease agreements and 
schedules are competed 

No challenges 

Reconcile to TB 

31/07/2017 

15-Jul-17 

Leave 

Mr. 

Ngxobongwana 

1. Agree leave on leave 
register to leave forms 

2. File all leave forms 

3. Prepare calculation for 
leave provision 

4. Agree provision 
calculation to GL 

Zolani 

Leave forms are captured on an 
ongoing basis on the PAYDAY 
system. 

There are 

difficulties in 
obtaining the 
leave forms 
from the people 
not working in 
Queenstown. 

A meeting to be 
held with the 

FIR personnel 
from all three 
merged entities 
in order to 

ensure that 

leave forms are 
submitted and 
captured 
timeously on 
the PAYDAY 
system. 

15-May-17 

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Bonuses 

Ms. E. Mbele 

1. Prepare calculation for 
bonus provision 

2. Agree provision 
calculation to GL 

Alicia 

Calculation to be done at year- 
end. 

None identified 

None 

None 

15-J u 1-17 

Actuarial 

valuations 

Ms. E. Mbele 

1. Obtain all actuarial 
valuation information 

2. Prepare actuarial 
valuation 

Estelle 

Valuation to be done at year- 
end. 

None identified 

Appointment of 
actuaries 

15-Jun-17 

15-J u 1-17 

Grants 

Mr. T Abofra 

1. Prepare monthly grant 
expenditure schedule 

2. Reconciliation of grant 
expenditure schedule to 

grant revenue 

3. Maintenance of monthly 
Unspent Grant Schedule 

4. Reconciliation of 
Unspent grant schedule to 
GL 

Thandi 


Activity plans. 



15-Jul-17 

Audit support 

EMLM & PWC 

1. Responding to AG RFIs 

and COAFs 

2. Adjusting AFS with AG 

queries 

All responsible 
officials 





Throughout audit. 

HR 

Mr. 

Ngxobongwana 

Ensure that the employee 
files have all the necessary 
personnel information 

Mr. 

Ngxobongwana 





15-Jul-17 

Payroll 

Ms. E. Mbele 

1. Perform reconciliation 
between Payroll and GL 

Alicia 

Reconciliation between PAYDAY 
and the GL is done monthly. 

There are 

differences 

between the GL 
and PAYDAY due 

to the 

consolidation of 
the payroll of 
the 3 entities, 
however the 

differences are 
being dealt with 
by the relevant 
service provider. 

Resolve all the 

difference. 

31-May-17 

15-J u 1-17 

Related Parties 

Mr. T. Spampoel 

1. Obtain all declarations 
of interest for councillors, 
management and 
employees. 

Asanda 

All declarations if interests have 
been signed by the relevant 
people. 

None identified 

Final 

confirmation 

that no related 
party 

transactions 
took place. 

None 

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Commitments 

Mr. T. Spampoel 

1. Update previous 
schedule with payments to 
date 

2. Prepare new 
commitments schedule 
with current year 
inclusions 

Lwando 

All three entities are 
consolidated. Updated on 
monthly basis. 

There are 

differences 

between the 

information at 
BTO and 

Technical 

services. A 
meeting to be 
held between 

SCM and the 
project 

coordinators to 
agree the 
information to 
be reported. 

A meeting to be 
held between 
SCM and the 
project 

coordinators to 
agree the 
information to 
be reported. 

15-Jun-17 

15-J u 1-17 

Distribution 

losses 

Ms. V. van Wyk 
Mr. A Gaji 

Calculate losses 

Vanessa 





15-Jul-17 

Irregular, F&W 

Mr. T. Spampoel 
and Ms. E. 

Mbele 

1. Check all payment 
vouchers 

2. Update list with items 
identified 

3. Provide supporting 
documentation 

Themba 

The Irregular and Fruitless and 
wasteful expenditure schedules 
are updated monthly. 

None identified 

Continuous 
update of the 
schedule. 

On-going 

monthly 

15-J u 1-17 

Contingent 

liabilities 

Mr. M. Siqhaza 

1. Obtain lawyers 
Confirmations 

2. Prepare legal registers 

Mr. Siqhaza 

Correspondence with the 
lawyers is done at least on 
monthly basis. Confirmation 
letters will be sent to lawyers in 
June. 

Late responses 
from the 
lawyers. 

Send 

confirmation 
letters to all the 
lawyers. 

15-Jun-17 

15-Jul-17 

Deviations 

Mr. T. Spampoel 
and Ms. E. 

Mbele 

1. Check all payment 
vouchers 

2. Update list with items 
identified 

3. Provide supporting 
documentation 

Zinzi 

The Deviations schedule is 
updated monthly. 

None identified 

Continuous 
update of the 
schedule. 

On-going 

monthly 

15-J u 1-17 

Preparation of 
AFS 

Consultants 

Submit 1st draft AFS to 
management 

Lunati and 
Thandi 





29-J u 1-17 

CFO 

Submit draft AFS to 

Internal Audit 

Lunati and 

Thandi 





02-Aug-17 

Mr. L. Dumani 

Prepare audit working 
paper file 

Lunati and 

Thandi 





02-Aug-17 

CFO 

Submit AFS to MPAC, Audit 
Committee, Council 

CFO 





19-Aug-17 

CFO 

Submit AFS to the 

CFO 





31-Aug-17 


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Treasury/AG 







Audit support 

EMLM & 

Consultants 

1. Responding to AG RFIs 

and COAFs 

2. Adjusting AFS with AG 

queries 

All responsible 
officials 





Throughout audit. 


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16. Attachment B: Table A25 - Consolidated Budgeted Monthly Revenue and Expenditure 


Attached. 


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17. Attachment C: Transitional Organisational Structure. 


Attached. 


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BILLING SECTION: 


■— 


EXPENDITURE SECTION: 






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BTO FINANCIAL REPORTING: 



4 - - 


INCOME SECTION: 


■ 



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SUPPLY CHAIN MANAGEMENT SECTION: 


— — 


BTO TOP STRUCTURE: 


■”™ — — — 



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DISASTER MANAGEMENT SECTION: 



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CORPORATE SERVICES DEPARTMENT: 


— 



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FIRE BRIGADE SECTION: 


■— — — ■— 



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HUMAN SETTLEMENT AND LAND DEVELOPMENT DEPARTMENT: 



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IPED DEPARTMENT: 


- — 



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TRAFFIC 1: 



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TRAFFIC 2: 


— 



TRAFFIC 3 



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- — * — 


TECHNICAL SERVICES CIVIL SECTION: 


— - 



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TECHNICAL SERVICES ELECTRICAL SECTION: 



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TECHNICAL SERVICES ROADS: 



— — 


TECHNICAL SERVICES WHITTLESEA: 





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TECHNICAL SERVICES TOP STRUCTURE: 

■ — 


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TECHNICAL SERVICES PMU SECTION: 



TECHNICAL SERVICE WORKSHOP SECTION: 



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COMMUNITY SERVICES LIBRARIES SECTION: 



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COMMUNITY SERVICES TOP SECTION: 



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COMMUNITY SERVICES PARKS 2 SECTION: 



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COMMUNITY SERVICES CLEANSING 1 SECTION: 



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COMMUNITY SERVICES CLEANSING 2 SECTION: 



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18. Attachment D: Placement Report 


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ADOPTION OF IDP 2017/ 2022 


A draft IDP was adopted by the Council on the 31 March 2017 in accordance with the 
legislative requirements contained in the Local Government: Municipal Finance Management 
Act 56 of 2003 and used to invite comments from all stakeholders. The invitation for 
comments on the IDP was done by placing an official advertisement in the local newspaper. 
The comment period lasted for over 21 days during April and May 2017, at the end of 
comments period, inputs were collated and considered for in the IDP. Having considered all 
received comments, this document represent the final IDP for 2017/22 An ordinary Council 
Meeting convened on the 07 June 2017considered and resolved to adopt the final IDP/Budget 
for 2017/22 financial year for implementation. 

DECLARATION OF ADOPTION FOR IDP OF 2017/2022 BY ENOCH MGIJIMA LOCAL 
MUNICIPALITY COUNCIL 


COUNCIL RESOLUTION NO: 

/9? 

DATE OF ADOPTION: 


±glson 

- - 2o / 



ACTING MUNICIPAL MANANGER EXUCUTIVE MAYOR